9 Lessons for Technicians Learning to Lead

LMT Communications, Inc

For technicians stepping into management, the learning curve can be steep. Lab owners say the strongest new managers build credibility through everyday actions: how they communicate, respond to mistakes, earn trust and stay connected to the team. Here’s their advice for learning to lead:

1. Manage to the individual. One-size-fits-all leadership rarely works. Chris Morris, CEO of MicroDental Laboratories, says one of the most important lessons managers can learn is that different employees require different approaches.

“You can’t just have one way of leading or educating. Some people want direct, concise and to-the-point directions and others want the ‘why’ behind what they’re doing. Some employees thrive on consistent positive feedback and others don’t need it as often,” he says. “Personally, I think that’s what makes a really good manager: getting the outcome you want by knowing how to lead individual personalities,” he says.

2. Build trust, not fear. How managers respond to mistakes can have a huge impact. “In almost every case, mistakes aren’t made with malicious intent, so anger is rarely the appropriate response,” says Rob Waters, President, Watersedge Dental Laboratory, Ottawa, ON.

Strong reactions can make employees reluctant to speak up about problems and can prevent issues from being addressed early. “Strong leadership is never fear-based,” says Waters. “It’s built through patience, understanding and willingness to listen to different perspectives from your team. When people feel respected and safe, they become more engaged, more accountable and far more willing to contribute to the success of the organization.”

3. Own your own mistakes. New managers set the tone not only by how they handle other people’s mistakes, but by how they handle their own. Showing humility builds credibility and reinforces that accountability applies to everyone.

“Some of the best managers are those who openly own their mistakes and learn from them,” says Morris. “Make a mistake, OK—but don’t make a mistake and an excuse.”

4. Don’t let the title separate you. One of the most difficult adjustments is leading former peers. “A big part of leadership I try to teach is, sure, there are perks to moving up, but never hesitate to get your hands dirty,” says Kyle Russell, Executive Director of Laboratory Operations, Design Dental, Lancaster, OH. “If your department is slammed, for example, be willing to jump in and help. Continue to show that you are still a technician and part of the team. Respect isn’t something you can demand; you have to earn it through accountability.”

5. Choose language that reinforces teamwork. The words leaders use can shape how employees see their role and their relationship to the people they lead. Ashley Byrne, Associate Director, Corus Byrnes Dental Laboratory, Wheatley, England, emphasizes collaboration over hierarchy: “I feel strongly that terminology matters. This is not my staff, it’s my team. They don’t work for me, they work with me. They don’t report to someone, they collaborate.”

6. Learn to let go. “The technicians promoted into management are often some of the lab’s strongest performers, so delegating work and trusting others can be difficult; it can be a real pain point,” says Amy Sikes, who has worked in both laboratory and DSO operations.

New managers have to shift from being the person who completes the work to the person who helps others succeed at the work; this means coaching, following up and resisting the urge to take over every time something could be done more quickly.

7. Don’t pass the buck. Managers have to be willing to reinforce decisions or changes, even when they’re unpopular. Russell encourages managers to understand the reasoning behind decisions, communicate the benefits to their teams and address concerns honestly. “Don’t try to pass the buck and blame upper management. You’re the leader; take ownership,” he says.

8. Acknowledge what you don’t know. Technical knowledge is important, but managers don’t need to have every answer. What matters, Waters says, is that they don’t pretend to know something they don’t—whether they’re dealing with a client or a colleague. “It’s always better to say, ‘I’m not sure what the right solution is for this, but I’m going to find out and get right back to you,’ than to lose someone’s trust by providing incorrect guidance,” he says.

That honesty is especially important for new managers; the first time employees feel a leader is stretching the truth, they may begin to question that leader’s judgment.

9. Listen before you fix. Morris says one of the most important—and sometimes hardest—lessons for managers is learning to slow down, listen and let employees feel heard. “We’re so task-oriented and the clock is always ticking,” he says. “We want to get in and fix it and move on. But sometimes you just have to be quiet and listen.”