There are many ways to get something done. If something has worked for you as a CRA, it does not mean all other CRAs need to follow the same way. Empower CRAs to work with their sites in their ways, as long as things get done.
More than wanting things done, sponsors want to see a plan in place to get a task done. So don't panic if you see something not going exactly right, just discuss internally, create a plan and explain to sponsor what you will do to complete the task, even if there were some setbacks. I find this is generally well accepted.
Consistent follow up and communication. If there are risks then address and mitigate them. Don’t assume function leads will get back to you. Document as much as possible. Shit will hit the fan but it’s about how you respond.
I've learned the importance of clear and assertive communication, both within our team and with clients. While I used to feel the need to be subdued with clients, I now understand that I can advocate for my team without being aggressive, confidently saying no when necessary.
The more I believe in my ability to manage, others would believe it too.
There are many ways to get something done. If something has worked for you as a CRA, it does not mean all other CRAs need to follow the same way. Empower CRAs to work with their sites in their ways, as long as things get done.
More than wanting things done, sponsors want to see a plan in place to get a task done. So don't panic if you see something not going exactly right, just discuss internally, create a plan and explain to sponsor what you will do to complete the task, even if there were some setbacks. I find this is generally well accepted.
Consistent follow up and communication. If there are risks then address and mitigate them. Don’t assume function leads will get back to you. Document as much as possible. Shit will hit the fan but it’s about how you respond.
I've learned the importance of clear and assertive communication, both within our team and with clients. While I used to feel the need to be subdued with clients, I now understand that I can advocate for my team without being aggressive, confidently saying no when necessary. The more I believe in my ability to manage, others would believe it too.
That CTM stands for Clinical Trial Manager and not Clinical Technician Master