Building Stronger Labs Through Leadership
Written by Michelle Gaulin, first published on Lab Manager
Dr Bernadette Jones-Freeman, PhD, recipient of Lab Manager’s 2025 Excellence in Lab Leadership Award, shares how mentorship, communication, and team development shape her approach to effective lab management.
Effective lab leadership requires a balance of technical expertise, strategic vision, and the ability to inspire and support a team. Strong leaders foster innovation, optimize workflows, and cultivate a collaborative environment that drives both scientific discovery and operational success. Implementing lab leadership best practices, such as clear communication, mentorship, and adaptability, is essential for navigating the challenges of modern research environments. Developing effective lab leadership skills enables managers to build high-performing teams, streamline operations, and create a workplace culture that supports scientific excellence.
Each year, Lab Manager honours individuals who demonstrate exceptional scientific leadership through our Leadership Excellence Awards program. The 2025 Leadership Excellence Awards recognize outstanding lab professionals who have made a significant impact on their organizations.
Bernadette Jones-Freeman, PhD, lab manager and research fellow at the Australian Regenerative Medicine Institute (ARMI), Monash University, is the recipient of the 2025 Excellence in Lab Leadership Award. Her leadership has been instrumental in advancing regenerative medicine research while fostering a culture of collaboration and scientific excellence.
Michelle Gaulin, associate editor at Lab Manager, spoke with Jones-Freeman about her leadership philosophy, the challenges of managing a research lab, and the strategies she employs to support her team’s success.
Q: What resources or individuals did you learn your leadership and management skills from?
A: Honestly, I learned a lot through trial by fire. When I started my PhD, I was thrown into supervising undergraduates from day one—which was kind of hilarious because they’d been in the lab longer than me, so I was asking them where things were stored! Over time, I grew into the role and learned how to manage people and projects. I also took a project management course later on in my career, which was helpful for handling big projects with multiple stakeholders and tight deadlines. One of my projects spanned seven sites and involved twenty-one stakeholders—it was a bit chaotic, but I learned so much and became more assertive.
Now, as a lab manager for a brand-new lab (as of January last year), I’m constantly drawing on all those past experiences to figure things out as I go.
Q: What do you enjoy most about your role and career?
A: What I love most is the chance to build something from the ground up. Starting a new lab has been such an enriching challenge—it’s like a blank canvas where I get to shape the culture, processes, and team dynamics. I also really enjoy helping people grow. Seeing my team members learn new skills, take ownership of their work, and succeed is incredibly rewarding.
Plus, I love that no two days are the same—there’s always a new problem to solve or something exciting happening in the lab.
Q: In your opinion, what are the most important qualities or skills for a laboratory leader to possess?
A: I think the most important qualities are being approachable, adaptable, and a good communicator. Lab work can be stressful, so it’s crucial to create an environment where people feel comfortable asking questions or sharing ideas.
You also need to be able to roll with the punches—things rarely go as planned in science, so being flexible and solution-oriented is key. And, of course, you need to know your stuff technically, but I think the “soft skills” like empathy and emotional intelligence are just as important for keeping the team motivated and aligned.
Q: How do you mentor and develop future leaders within your team?
A: I try to give people opportunities to step up and take ownership of projects or tasks. It’s amazing how much people grow when they’re given responsibility and trust. I also make time for regular one-on-ones to check in on their goals and challenges, and I encourage them to take on training or workshops that align with their interests.
I’m a big believer in leading by example, so I try to be transparent about my own mistakes and what I’ve learned from them. It helps create a culture where it’s okay to take risks and learn as you go.
Q: What strategies do you use to build trust and maintain strong communication among your team members?
A: For me, it’s all about being real and approachable. I try to be as transparent as possible, whether it’s sharing updates on lab goals or admitting when I don’t have all the answers.
One piece of advice I always give is that you have to know each person in your group as an individual. Learn how to communicate with them independently while still keeping them connected to the team. Understand if they need more support in certain areas, and figure out how to guide them—whether that’s assertively or gently. This is one of the biggest advantages you have as a manager.
I also make sure to celebrate wins, big or small, because it helps build a positive vibe in the lab. Regular team meetings and one-on-ones are a must, but I also encourage casual check-ins and team bonding—coffee breaks or lab lunches are great for this. At the end of the day, trust comes from showing up consistently and genuinely caring about the team.
Bernadette Jones-Freeman’s career journey
Jones-Freeman holds a BSc (Hons) from the University of Ulster, United Kingdom, and began her professional career with a rewarding role at GlaxoSmithKline in Stevenage, United Kingdom. She further honed her expertise through training at the National Heart and Lung Institute, Imperial College London, before completing her PhD in immunology and microbiology at the University of Newcastle, Australia.
Throughout her academic and professional journey, Jones-Freeman has focused on the epigenetic regulation of immunology, applying her expertise to diverse areas such as prostate cancer, asthma, and chronic obstructive pulmonary disease. Her recent work has expanded into mucosal immunology, exploring its role in the development, repair, and regeneration of respiratory and urinary tract tissues, including conditions like urinary tract diseases and kidney stones.
Currently, Jones-Freeman serves as a lab manager and research fellow in Nir Eynon’s group at the ARMI, Monash University. As an early career researcher with expertise in immunology and regenerative medicine, she is leading two key projects: one focused on identifying transcription factors involved in aging within human skeletal muscle and the other, the GAME study, which involves longitudinal analysis of molecular changes associated with gender-affirming hormone therapy (GAHT). Her work aims to uncover novel therapeutic strategies to enhance muscle health, longevity, and overall well-being, contributing to advancements in regenerative medicine and age-related disease prevention.
In her role as a lab manager, Jones-Freeman is dedicated to fostering a collaborative and innovative research environment. She combines her scientific acumen with strong leadership skills to support her team, ensuring efficient lab operations and the professional growth of her colleagues. Her approach emphasizes clear communication, adaptability, and a commitment to excellence in both research and team development.