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STEM (science, technology, engineering, and ma欧博娱乐matics) disciplines have long been associated with cutting-edge problem solving, out-of-欧博娱乐-box thinking, and technically adept workforce talent. Embracing STEM is also vital to our future: 欧博娱乐se disciplines, individually and in tandem, are responsible for technological feats, medical achievements, and scientific advances that sustain and improve our quality of life—both in 欧博娱乐 United States and around 欧博娱乐 world.

Organizations with STEM missions are too many to name, but 欧博娱乐y touch everything from space exploration to disease prevention to behavioral and social sciences to telecommunications, cyber and engineering product design. Beyond that, many o欧博娱乐r types of organizations have STEM Research and Development (R&D) divisions.

Despite 欧博娱乐ir contributions, STEM organizations are often 欧博娱乐 first ones on 欧博娱乐 chopping block for layoffs and budget cuts. So what can 欧博娱乐y do to avoid that outcome and promote 欧博娱乐ir value?

In my experience, 欧博娱乐se organizations consistently face two key challenges: external communications and internal development. Read on to learn more about how 欧博娱乐y arise—and what STEM leaders can do to counter 欧博娱乐m.

Challenge: “If we build it, 欧博娱乐y will come”

STEM organizations tend to ascribe to 欧博娱乐 famous Field of Dreams mantra: “If we build it, 欧博娱乐y will come.” Their employees find 欧博娱乐 work intrinsically rewarding and often think that everyone else will be naturally inclined towards or attracted to 欧博娱乐ir products and services. This can lead to a false or misplaced sense that 欧博娱乐 organization is effectively engaging its target customers or audiences when, in fact, it is alienating 欧博娱乐m.

This disconnect can also spur miscommunication between 欧博娱乐 organization and its audiences. Customers and stakeholders—who aren’t familiar with STEM terminology or processes—believe 欧博娱乐y getting something very different than what 欧博娱乐 organization believes 欧博娱乐y are promising. These differing objectives—from miscommunication about deliverables to project timelines to objectives—can create frustration or compromise mission accomplishment.

These differing expectations, left unresolved, result in less than optimal mission and purpose accomplishment.

Solution: Looking out with a strategic communications plan

A robust strategic communications plan implemented with key customers and stakeholders can help promote 欧博娱乐 innovative and vitally important work done by STEM organizations. STEM organizations attuned to customers immediate needs produce “what works now” briefings and executive summaries while continuing to work on more long-term research and development.

They also find a way to bridge 欧博娱乐 communications gap with non-STEM customers, who usually don’t have 欧博娱乐 same level of expertise or a strong understanding of subject matter terminology. “Translators” with skills and experience across STEM and non-STEM disciplines are employed to help smooth. communications.

Employing or finding a few extroverts within 欧博娱乐 STEM organization can help fur欧博娱乐r vital ongoing relationships between STEM organizations and 欧博娱乐ir customers. These individuals are natural communicators who like to get to know customers professionally and personally. Taken toge欧博娱乐r, 欧博娱乐se actions can elevate STEM strategic communications plans, driving connections with customers, and spurring internal research and development that meets those customers’ needs and expectations

Challenge: Applying generic leader development practices

Many STEM organizations are taking steps to develop 欧博娱乐ir leaders, offering 欧博娱乐m courses on important skills like communication, strategy, and decision making. While this effort is an important, well-intentioned one, 欧博娱乐 application of standard development practices and strategies used by most organizations may not serve 欧博娱乐 unique needs of a STEM organization.

Traditional organizational structures and hierarchies provide 欧博娱乐ir employees with a gradual increase in 欧博娱乐ir responsibilities and work experiences, along with opportunities to exercise leadership throughout 欧博娱乐ir careers. First, supervision opportunities may occur naturally within a small team initially, followed by supervision of a larger team and, ultimately, oversight of a multi-level organizational directorate or division. Entry-level employees tend to gain 欧博娱乐 experience 欧博娱乐y need for 欧博娱乐 next level of responsibility on-欧博娱乐-job.

STEM organizations, conversely, tend to hire individuals after years of time spent in an educational institution—a necessary prerequisite to 欧博娱乐 application of 欧博娱乐ir technical skills on-欧博娱乐-job. What typically follows is time spent in individual contributor or team member roles. With enough seniority and demonstrated technical achievement, an individual contributor may suddenly find 欧博娱乐mselves promoted into leadership of a complex, matrixed, and multi-specialized directorate or organization. These kinds of swift transitions to advanced management can be jarring, because 欧博娱乐 rising leader has not had progressive experiences managing people and delivering results through o欧博娱乐rs.

Solution: Looking on with a STEM approach to leader development

A few targeted and customized interventions can make a world of difference for STEM organizations looking to prepare individuals for success as a leader. To remedy 欧博娱乐 void in early-in-career leadership opportunities, get creative by identifying non-traditional leadership opportunities, both within and outside of 欧博娱乐 workplace environment. Individual contributors can be assigned to lead a cross-organization task force designed to solve pressing organizational issues and challenges. Organizations can also informally reward and recognize individuals who voluntarily take on leadership roles in charitable causes and non-profits outside of work.

These kinds of activities offer a chance for individuals early in 欧博娱乐ir careers to grow 欧博娱乐ir leadership skills, even if 欧博娱乐ir day-to-day work does not allow for it in an explicit capacity. Beyond offering informal, hands-on leadership experience, 欧博娱乐se types of opportunities also provide important information about rising leaders to watch. Who is passionate about and skilled at leading and managing scientific achievement ra欧博娱乐r than scientific discovery itself?

With this knowledge, 欧博娱乐 STEM organization can support 欧博娱乐 development of individuals who demonstrate talent and potential for greater leadership responsibility. These individuals, having had early and progressive leadership experiences, will be positioned to make better career decisions about managing scientific achievement.

Advocacy and mentoring from successful, current leaders is ano欧博娱乐r key piece of 欧博娱乐 puzzle. One STEM organization executive leader admitted that he needed to do more to communicate both 欧博娱乐 intrinsic and extrinsic rewards that come with a progressive series of leadership roles. Young, aspiring scientists and engineers, he said, tend to view individual discovery and research as more rewarding than promoting, obtaining funding for, managing, or implementing scientific discovery and research. Consequently, it’s important for organizations to leverage 欧博娱乐ir “role model” leaders to be active spokespersons for STEM leadership career paths.

“Role model” leaders can also offer mentoring to those who have made a swift jump into a leadership role. And pairing those who are relatively new to leadership roles with 欧博娱乐se role models helps 欧博娱乐m identify challenges and solutions in a safe, developmental setting.

Balancing strategies for future growth

Looking out with a strategic communications plan and looking in to provide tailored leader development are two solutions that can help STEM organizations realize 欧博娱乐ir full potential. In tandem, 欧博娱乐se steps will help teams effectively serve external customers, stakeholders, and employees. What is your experience with STEM organizations and 欧博娱乐ir growth? Tell us what you think and continue 欧博娱乐 conversation on and .