The Quality Manager Must Lead

THE QUALITY MANAGER
NEEDS TO BE A LEADER
The Essential Relationships Between Leadership
and Quality Management within an Environmental
Testing Laboratory
Scott D. Siders - September 2022 – THIS PRESENATATION IS AVAILABLE FOR PUBLIC USE AND DISTRIBUTION
1

ISO 9001:2005
“Leaders establish unity of purpose and direction of
the organization. They should create and maintain
the internal environment in which people can
become fully involved in achieving the organization's
objectives.”
Leadership is one of the seven principles of quality
management found within ISO 9001
2

APPLYING THE ISO PRINCIPLES OF
LEADERSHIP TYPICALLY ENSURES THAT:
 People will understand and be motivated
towards the organization’s goals and
objectives
 Activities are evaluated, aligned and
implemented in a unified way
 Miscommunication between levels of an
organization will be minimized
 A clear vision of the organization’s future
is established
 Challenging goals and targets are set
 Trust is established and fear is eliminated
 People are provided with the required
resources, training and freedom to act
with responsibility and accountability
 People are inspired, encouraged and their
contributions are recognized.
 Shared values, fairness and ethical role
models are established at all levels of the
organization
3

RESEARCH SHOWS EMPLOYEE
EXPECTATIONS FOR LAB LEADERS
 Russell Briggs in his Master’s of Science degree research
paper had the following findings on laboratory
employee expectations for leaders. The results are
summarized in the following tables.
 It is based on about 100 questions of laboratory staff based in Illinois.
Those responding were predominantly female and millennial group in
terms of gender/generation. People scored these attributes on a scale of 1-
5, with 5 being most important.
4

WHAT ARE LABORATORY EMPLOYEES
EXPECTATIONS FOR THEIR LEADERS
Employee Expectations of Laboratory Leaders AVERAGE SCORE
Ethical 4.7
Comfortable taking responsibility 4.4
Invested in developing others 4.4
Authoritative (i.e. very knowledgeable in their work area) 4.3
Fair and equal in the treatment of all team members 4.3
Trustworthy 4.3
A good communicator 4.3
A team-player 4.3
Effective at managing their time 4.3
Effective at prioritising 4.3
Respectful 4.3
5

WHAT ARE LABORATORY EMPLOYEES
EXPECTATIONS FOR LEADERS
Ranking of Daniel Goleman’s emotional/social intelligence
attributes via correlation to the list of 100-ish questions
posed by Russell Briggs.
6

SO WHAT IS QUALITY LEADERSHIP?
 “Quality leadership is a precondition for implementing quality management.
How organizational leaders structure and direct an organization as well as how
they behave within an organization are critical elements to the success of an
effective quality management process.”
https://pubmed.ncbi.nlm.nih.gov/10122864/
 “The role of leadership in quality management forms the backbone of any
improvement strategy. Leaders provide a unity of purpose, while also
establishing the direction of the organization. As such, the responsibility of
leaders consists of creating and maintaining the internal environment.”
https://www.isotracker.com/blog/the-role-of-leadership-in-quality-management/
 “If the highest person in the organization is not bought in and communicating
quality importance, nothing anyone else says in the organization will make it a
priority.” Ray Frederici, Senior Advisor Quality and EHS Eurofins Environment
Testing US (Semi-Retired)
7

QUALITY MANAGERS CAN BE LEADERS, BUT
IT TAKES FOCUS, EFFORT AND PRACTICE
 Occupying a leadership position is not the same thing as leading.
 To lead, you must be able to connect, motivate, and inspire a sense of
ownership of shared objectives.
 Heightening your capacity to lead others requires being able to see how
you think and act, and how your behavior affects others.
 Leading well requires a continuous journey of personal development.
 This requires fearless introspection, seeking feedback, and committed
efforts to behavioral change for greater effectiveness and increased
positive impact on others.
8

WHAT QUALITY MANAGEMENT
LEADERSHIP, IS NOT!
 From my perspective Quality Management Leadership is not:
 Lead via intimidation,
 command and control,
 “it’s a requirement do it or else!”,
 micromanagement (I plead guilty to at times),
 “it’s my way or hit the highway”,
 “if you are not with me then you are against me”,
 “how dare you question me, we have always done it that way”,
 “do whatever you want I don’t care,” and
 “hey just meet the minimum requirements to be accredited anything else is
overkill”
9

ALWAYS REMEMBER
 Leadership style impacts the organization by affecting employee morale, productivity,
decision-making speed, and metrics. Successful leaders carefully analyze problems, assess
the skill level of subordinates, consider alternatives, and make an informed choice. By
choosing the most appropriate leadership style for the situation, an effective leader
provides a lasting impact.
 Your behaviors and attitude as a Quality Manager impacts on people and therefore on the
success of the laboratory.
 The Quality Manager position is too valuable to a laboratory to be wasted on someone
lacking any desire or ability to be the leader it needs them to be.
 Yes, as a Quality Manager the laboratory’s Quality Management System may give you
some legitimate power and authority. As a Quality Manager understand and utilize your
power to motivate people and change systems. Do not abuse the power you have
been given, it is too valuable to waste. https://dranitsaris-
hilliard.com/2022/02/the-abuse-of-power-to-hide-leadership-incompetence/
10

POSSIBLE LEADERSHIP STYLES FOR QUALITY
MANAGEMENT
THERE APPEARS TO BE A RELATIONSHIP BETWEEN LEADERSHIP STYLES AND QUALITY OUTCOMES.
Some examples of common types of leadership styles
described in literature (there are more than just these):
 Transformational
 Situational
 Servant
 Authoritarian vs Authoritative
 Transactional
 Coaching
11

TRANSFORMATIONAL STYLE
 By it nature even beneficial changes or
improvements can be disruptive, in particular
transformational changes to a quality
management system. Laboratory-wide change
creates discontinuity because it touches the entire
organization. Incremental change may at times be
more prudent.
 However, what gets in the way of the Quality
Manager being an effective transformational
leader. You have to understand this and get out
ahead of these hurdles as a leader of
transformational change:
 Underestimating the work,
 Overestimating the laboratory’s capacity for
change, and
 Misjudging how others see you and the change
you envision is needed.
 What are the characteristics of a Transformation
Leader:
 Openness to New Thinking. ...
 Talent for Broadening Minds. ...
 Commitment to Active Listening. ...
 Tolerance for Intelligent Risks. ...
 Willingness to Accept Responsibility. ...
 Trust in Team Members. ...
 Ability to Inspire Participation.
 https://www.michiganstateuniversityonline.com/r
esources/leadership/characteristics-of-
transformational-leadership/
12

SITUATIONAL STYLE
 The quality manager shows leadership behavior in an appropriate manner.
Chooses the appropriate leadership style and level in a specific situation.
 That is, when leaders are flexible and aware of critical situational factors,
such as the ability and willingness of members to change, they will adopt
an appropriate leadership style.
 Still try and set the tone early. Yes, at times delegate or participate when
you can, yet be aware at times you will need to be more authoritarian
(telling)to let others in the laboratory know your quality expectations and
the direction the situation at hand needs to go. That is tell them what they
can’t do or get away with (e.g., cutting corners or releasing unauthentic
data).
 The type of leader you are with situational style depends on the people you
are leading the nature of the situation. (see model)
 https://hbr.org/tip/2020/05/adapt-your-leadership-style-to-the-situation-
at-hand
13

14

SERVANT STYLE
 Becoming a servant leader requires you to focus your attention away from yourself
and put the spotlight on your employees, growing and empowering them first.
Servant leadership believes the command-and-control leadership structure of the
past 20th century is dead, and if you want to build and sustain a great company in
this 21st century, you must be willing to serve.
 Robert K. Greenleaf observed that leaders with a servant mindset got the best out of
their employees; they were more motivated, inspired, creative, and productive, which
led to excellent business results. It's the foundational attitude of leadership; it's not
about you; it's all about the people you serve and helping them become the
absolute best version of themselves.
 In servant leadership, top-down leadership is outdated and counterproductive. By
focusing too much on control and end goals, and not enough on their people,
leaders are making it more difficult to achieve their own desired outcomes. The key,
then, is to help people feel purposeful, motivated, and energized so they can bring
their best selves to work.
15

SERVANT STYLE
 One of the best ways is to adopt the humble mind-set of a servant
leader. Servant leaders view their key role as serving employees as they
explore and grow, providing tangible and emotional support as they do
so. They actively seek the ideas and unique contributions of the
employees that they serve. This is how servant leaders create a culture
of learning, and an atmosphere that encourages followers to become
the very best they can.
 The key, then, is to help people feel purposeful, motivated, and
energized so they can bring their best selves to work.
16

WAYS TO IMPLEMENT THE SERVANT
STYLE
 Ask how you can help employees do their own jobs better — then
listen
 Create low-risk spaces for employees to think of new ideas
 Be humble.
 Most importantly for encouraging innovation, allow those you lead to
try out new ideas to improve quality, streamline workflow, improve
efficiency, etc. And give them the resources to do it. Make space for
failure.
 Also be willing to get your hands dirty. That is if there is a backlog or
emergency a leader must be willing to step-up and help.
17

AUTHORITARIAN VS AUTHORITATIVE
STYLE
 Authoritarian style of leadership typically demands ‘get it done faster” or “work harder.” That’s an
overseer, who will likely not only be ignored, but possibly also denigrated. For them it is usually
constant command and control. They tend to tell people what to do and make all the decisions. No
empowerment at all. If you don’t do as they say, you end up “in the dog house.”
 Authoritative leaders, also called visionary leaders, tend to approach leadership like a mentor guiding
a mentee. Instead of telling their team to follow instructions and do as they say, authoritative leaders
put themselves in the scenario and utilize a “come with me” approach. They have a firm understanding
of the challenges to overcome and the goals to reach, and have a clear vision for achieving success.
 Authoritative leaders inspire motivation. They offer direction, guidance, and feedback to maintain
enthusiasm and a sense of accomplishment throughout a project or endeavor.
 There are still pros and cons to even the Authoritative style. These leaders can be overbearing. They
must also take responsibility for their mistakes and not deflect it onto others.
 However, at time as a Quality Manager, you may need to be rather authoritative, when faced with
others wanting to be unethical or violate quality policies. This is when you draw a line in the sand and
as Gloria Feldt, President and Co-founder of Take The Lead would say that now is the time to “wear the
shirt of your convictions.”
 https://online.hbs.edu/blog/post/authoritative-leadership-style
18

TRANSACTIONAL STYLE
 “Transactional leadership focuses on results, conforms to the existing structure of an organization and
measures success according to that organization’s system of rewards and penalties. Transactional
leaders have formal authority and positions of responsibility in an organization. This type of leader is
responsible for maintaining routine by managing individual performance and facilitating group
performance.”
 Transactional leadership theory is based on the idea that managers give employees something they
want in exchange for getting something they want. It posits that workers are not self-motivated and
require structure, instruction and monitoring in order to complete tasks correctly and on time.
 A Quality Manager, that takes this leadership path will likely experience short-term gains but over the
long run find it difficult to achieve the level of success needed. That is, a Quality Manager who’s
leadership style is a rewards-and-punishment-based system that is designed to motivate employees to
achieve results. It’s a strict system that follows a rigid, pre-defined process: If you achieve what is asked
of you, then you are rewarded. If you don’t, then you are punished. In this style, I believe you become
seen as the “QA Police.”
 The Pros and Cons of Transactional leadership: https://www.fool.com/the-ascent/small-
business/human-resources/articles/transactional-leadership/
19

TRANSACTIONAL STYLE
20

COACHING STYLE
 Coaching leadership style is a leadership approach that focuses on developing the skills
and abilities of employees through guidance and support. It is a collaborative and
empowering leadership style that emphasizes mentorship, feedback, and coaching to help
employees reach their full potential.
 Coaching leaders use a variety of techniques to help employees grow and improve,
including active listening, asking open-ended questions, providing constructive feedback,
and setting goals and expectations. They encourage employees to take ownership of their
own development and create a supportive environment where mistakes are seen as
opportunities for growth.
 Some key benefits of a Quality Manager employing a coaching leadership style include
increased employee engagement, higher job satisfaction, improved performance, and a
stronger organizational culture. This style of leadership can also foster a sense of loyalty
and commitment among employees, as they feel supported and valued by their leader.
 The Quality Manager needs to and be willing to take the time to coach anyone in the
laboratory, especially when it comes to quality and the employees role in that.
21

QUALITY MANAGER CAN USE
THIS TO LEAD QUALITY
MANAGEMENT EFFORTS
https://medium.com/@andybreuninge
rchi/5-coaching-habits-of-excellent-
leaders-330dad311f18
22

23

WHAT IS YOUR LEADERSHIP STYLE OR
STYLES? DO YOU EMPLOY A RANGE OF
STYLES OR JUST ONE?
Take time to sit down and do an honest self-reflection on what you think your
leadership style or styles are. Which ones do you find yourself employing most
often. Which one works best for leading people? Take notes!
Then, if you feel comfortable doing so, talk to some respected colleagues or
mentor and ask them to please characterize your leadership style. strengths and
weakness. Take notes!
Key is you routinely doing a hard inward look at your behaviors and the way you
lead. Is it working?
24

LEADERSHIP CHARECTERISTICS
AND TRAITS
EXAMPLES OF THEIR
APPLICATION IN A LAB
Anyone already in quality management most likely has
or hopefully uses traits such as these without realizing
it.
25

COMMUNICATOR
 What is the role of the quality management system in effective communication?
 It acts as a vital link between all elements of quality management.
Communication means a mutual understanding of ideas between the sender and the
receiver. The success of the quality management system demands communication
with and among all the organization members, suppliers and customers.
 Integrate effective two-way communications channels within QMS elements (e.g.,
CAPA, Complaints, SOP Review/Revision)
 The Quality Manager needs to put systems and practices in place to foster open and
effective lines of communication. For example, open door policy, suggestion box, get
out of your office and communicate important issues directly to staff, actively seek
push-back. Communicate quality improvements and success stories to the entire staff
during lab-wide events (e.g., cookout).
 The Quality Manager needs to listen to staff and fellow managers, and encourage
them to speak openly and honestly. We need to ask them to tell us what we need to
hear, not just what we want to hear.
26

ORGANIZATIONAL AWARENESS
 A Quality Management leader with organizational awareness uses their
understanding of the nature of the laboratory’s organizational
relationships, hierarchies, and decision-making processes to
communicate more effectively.
 A Quality Manager should know they are more likely to get buy-in from
the various laboratory departments and individuals because they
communicated in a way that resonated with them. They should
understood their values and how they made decisions. Buy-in then gets
them the support they need and gives them the ability to manage
expectations in a more effective way. Therefore, they could be more
successful and respected as a leader. That respect translated into
greater effectiveness.
27

EMPATHETIC
 Quality Managers need to be understanding. You need to listen
to your fellow employees and understand where they are coming
from and the situation they find themselves in.
 As a Quality Manager, if you overload the organization, put to
much on everyone’s plate, then resistance and push back will
likely mount and effectiveness, productivity and moral could
suffer.
 Always put yourself in their shoes, especially if it impacts directly
on their section or department. Empathy needs to be factored in
your planning activities and actions.
 Empathy on your part toward your fellow coworkers may actually
result in improved performance of the Quality Management
System.
28

INTEGRITY AND HONEST
 Integrity and honesty is the foundation for good leadership. If a Quality Manager lacks
or demonstrates a lack of integrity and honesty then others will not follow. Except those
that are of the same mindset.
 As the Quality Manager, you must stand for your beliefs and principles. You must refrain
from taking unethical or unprincipled short-cuts. You must stand for a culture of quality.
Your actions as a leader help define the lab culture.
 “Culture is not about what you ask people to do, it’s more about what you let them get
away with!” Ray Frederici, Senior Advisor Quality and EHS (semi-retired) Eurofins
Environment Testing US
 If you have moments where your decisions or actions lack integrity you put the
laboratory at risk and perhaps open Pandora's Box.
 This more than ever comes into play regarding data integrity investigations and your
key leadership role in the laboratory’s data integrity program.
 Make a strong connection to integrity and being honest, that is visible and evident to all,
from the moment you become a Quality Manager.
29

CONFIDENCE (EVEN WHEN FACED WITH UNCERTAINTY)
 To be an effective Quality Manager, you need to be confident in your abilities,
experience, and decision-making skills. This doesn't mean you have to be
arrogant or feel that you're better than your collogues. But you're in a quality
management role for a reason, your confidence will help empower the team to be
the best they can be.
 Have the confidence to lead by example, This is critical to effective leadership.
 Additionally, have the confidence to make a decision and/or change your mind or
admit when you were wrong. Have the confidence to learn from those mistakes,
make corrections and then move on.
 However, if you know you lack the KSAs to make a good decision on a particular
issue, then you must also have the confidence to seek out others to help to inform
your decision-making!
30

PROBLEM SOLVER
 Problem solving is the act of defining a problem; determining the cause of the problem; identifying,
prioritizing, and selecting alternatives for a solution; and implementing a solution.
 A Quality Manager uses problem solving all the time to address big and small issues e.g., non-
conformances, complaints that arise.
 As the Quality Manager create a culture of creativity so laboratory staff members are challenged to
find better solutions. Encourage team collaboration to look at and challenge existing practices and
methods. Ask questions, is there a better way we can achieve a better outcome?
 DO NOT BE AFRAID TO THINK OUT OF THE BOX. DO NOT UNDERESTIMATE THE IMPORTANCE OF
BEING A PROBLEM SOLVER.
 A Quality Manager can use quality management tools to help solve problems:
 www.scie.org.uk/workforce/careskillsbase/files/manageskills/manageskills_usequalitymanagementtools.
pdf?res=true
 https://asq.org/quality-resources/problem-solving
31

AUTHENTIC
 Perhaps the most effective Quality Managers as leaders are also the most authentic. How
can you practice being authentic:

1. Being aware of your inner story, why you are doing, what you are doing in your
leadership role? Who are you leading through your actions? The organization. The
cause/mission of the organization. The stakeholders. Some favored employees in the
organization who make you feel comfortable. A combination of these or your personal
security? What are you leading for? If you are leading for your own personal gain and
influence, then you are a false leader and in my mind non-authentic.
2. Being aligned in what you are thinking and what you are saying and doing.
3. Being vulnerable. Ready and open to own-up where you could not-show up as a leader.
4. Being open to express your difference of opinion, being fearless with the group, even
when you know you may not find followers.
And the last piece is bringing your courage and communication from a space of purpose
and not from emotions.
32

ACCOUNTABILITY
 When leaders have responsibility for a job and are measured on their
effectiveness, they may avoid accountability if they're not confident they
can actually accomplish the job. Often their resistance is born from the
fact that they don't have the proper support or resources to succeed.
https://www.tlnt.com/why-leaders-struggle-with-accountability/
 A Quality Manager often have to hold others accountable for their
performance or compliance, but they must also hold themselves
accountable for their own actions and behaviors. Inner self-reflection and
awareness is very important in effective leadership.
 https://blog.jostle.me/blog/leadership-accountability-do-you-have-it
33

HUMBLE
 Humility is an important but under-discussed value of leadership.
 Humble leaders are considered more approachable, forgiving of
mistakes, and willing to acknowledge others' work, which can
motivate employees to share ideas and work harder.
 Humility becomes more important as a leader's responsibility increases.
 Cultivating humility allows the Quality Manager to learn from others,
and this serves a purpose: it helps improve the QMS
 https://www.aafp.org/pubs/fpm/issues/2018/0500/p25.html
34

DIPLOMACY/DIPLOMATIC
 “Lab staff routinely struggle with the competing priorities between operations and QA. Having
a diplomatic QA Manager who can cooperate and collaborate on priority setting and systems
building (while not diminishing quality) is key to building relationships and influencing the
directions/actions taken.” Andrea Teal, Vice President of Quality & HSE, Eurofins Environmental
Testing USA
 Being a leader often requires strong levels on diplomacy in order to be successful. Whether you
are in business or politics, diplomacy is crucial when there are disagreements between parties
and a lot is at stake. This happens at times between Quality Assurance and Laboratory
Operations.
 Diplomacy is essentially a fancy word for working with people to accomplish your goals. It is
about understanding each other’s point of view and reaching common ground, rather than
working through or around people.
 Effective diplomacy in the laboratory requires the Quality Manager to:
 Hold honesty and trust as key values of your organization’s culture,
 Recognize and appreciate different opinions,
 Be willing to cooperate and collaborate with others,
 Be willing to change and adapt your approach, and
 Acknowledge the “political” landscape of a situation and work within it.
35

GOAL ORIENTATED, YET FLEXIBLE
 “Through goal setting, leaders are able to foster constant growth and development
across the organization, by continually improving the standards of goals within
each department.”
 As a Quality Manager leader you will also need to be a strategic thinker, planner
and goal setter.
 By being a Quality Manager you through various systems and tools identify
opportunity for improving the quality management system and the laboratory. To
effectively lead these opportunities, you must plan for and develop goals and
objectives.
 Quality Managers that only address the issue of the day and do not plan for and set
goals are in the end less effective as a leader. They go from one task, emergency or
problem of the day to the next and tend to not see the big picture or think in those
terms.
 But as a leader, with planning done and goal established you must be flexible and
understand that as conditions on the ground change the plans and goals must be
flexible, adaptable and well-managed to account for the unexpected to arise. As it
always does.
36

OPENNESS AND TRANSPARENCY
 Forbes Magazine says it perfectly:
 “Why Is Practicing Openness And Transparency An Essential In Leadership?”
 “We have all experienced the frustration of being on the outside looking in, expected to implement
directives from the "higher-ups" with no understanding as to the "why" behind the decision or the context
surrounding how the decision was even made. When decisions are made behind closed doors and
organizational leaders don't prioritize open communication, the rank-and-file of the organization tend to fill
in the gaps in the available information — and even create the arguments and justifications for the "why" if
none was provided to them. This kind of closed approach to leadership causes confusion, increases
resistance to change, reduces trust and ultimately undermines efforts to generate employee buy-in and
influence behavior.”
 “The leader’s role in transparency and openness is to acknowledge that they are aware of the issues, put
those issues into context for everyone understand, and indicate the steps they are taking to address the
situation.” This is especially key for external and internal audits. https://amysuemccune.com/leading/the-
keys-to-transparency-openness-in-leadership/
 A Quality Manager needs openness and transparency when it comes to various aspect and outcomes of
their work (e.g., QA Planning, Internal Audits, Management Review). A Quality Manager does not sweep
issues and problems under the rug, downplay significant issues or address problems that impact others
behind closed doors, so to speak. As the Quality Manager you need to set the bar high for openness and
transparency.
37

CREATIVE AND INNOVATIVE
 “Being a successful Quality Manager sometimes means leading people in a new direction. Also being
able to not only lead those in the organization who would be considered peers, but also those who
are actually technically in a higher level than you. That can truly be the challenge.” Dorothy Love,
Quality Assurance Director, Eurofins Environment Testing USA
 Quality management doesn’t work if only a few departments of an organization focus on continuous
or improvements. The entire laboratory must work together to make improvements at every stage,
level and department. In other words, leaders, especially the Quality Manager must be committed
enough to make changes throughout the Quality Management System and in fact the entire o, not just
make improvements to a few small areas.
 The Quality Manager needs to be personally involved and demonstrate leadership for this!
 This may require the Quality Manager, as a leader, to aggressively pursue change, and at times
circumventing or eliminating any institutional barriers that hinder organizational growth and
development. But always remember, to bring others into the change management or continuous
improvement process especially if the change will directly impact on them.
 As a leader for change and innovation you will need to understand the barriers to change:
https://whatfix.com/blog/barriers-to-organizational-change/
38

EMOTIONALLY INTELLIGENT
THE CAPACITY TO BE AWARE OF, CONTROL, AND EXPRESS ONE'S EMOTIONS, AND TO
HANDLE INTERPERSONAL RELATIONSHIPS JUDICIOUSLY AND EMPATHETICALLY.
 Emotional Intelligence has four components — self awareness, self
management, social awareness, and relationship management.
https://online.hbs.edu/blog/post/emotional-intelligence-in-
leadership
 Each can help a Quality Manager face any crisis with lower levels of stress,
less emotional reactivity and fewer unintended or negative consequences.
 Emotional Intelligence is needed by the Quality Manager to lead, guide,
encourage and motivate laboratory staff.
 Also consider: https://www.icaew.com/insights/student-insights/the-5-
elements-of-emotional-intelligence
39

COURAGEOUS
 Demonstrate courage on an issue that is vital to maintaining a quality
culture or doing what is right. Courage to stand your ground.
 A Quality Manager needs to do this even when you know there is a bullseye
painted on your back.
 Have the courage to lead from the front when required or when it is in the
best interest of the quality management system or laboratory.
 Last, have the courage to admit your mistakes, make corrections and
change course.
 Some times it takes courage to do what is right in the face of others
willingness to do what is wrong! Every Quality Manager will face this at
some point in time.
40

PASSIONATE
 Passion is something leaders find within themselves. Leaders recognize
it when they observe themselves feeling excited, craving additional
learning, while talking to others, and sharing their ideas and thoughts. For
the Quality Manager that is passionate about what they do and the
importance of what they do, work is something you can look forward to
each day.
 Those that oppose or are threatened by your leadership for quality
management or try to take you down a notch, may brand you a “QA
Zealot” or a part of the “QA Mafia.” While being cognitive of this
opposition and the power those that oppose your efforts have, do not let it
dampen your passion.
 Gloria Feldt, president and co-founder of Take The Lead say, “wear the shirt
of your convictions.”
41

CARING AND KINDNESS
 Teddy Roosevelt said, “No one cares how much you know until they know how much
you care.”
 Laboratory staff can clearly see what and who the Quality Manager cares about as a
leader from our actions and words. People pay close attention to what the Quality
Manager cares about and does not care about! People are reciprocal, caring about
them enables them to care more about quality, their work, the laboratory, and our
customers and stakeholders.
 A Quality Manager’s absence of caring about our people in their department and the
laboratory, the work they do, the work environment, and their lives can result in or
exacerbate a wide array of problems for the laboratory.
 Genuine acts of kindness by a Quality Manager goes a long way. Caring
leadership not only results in an increased sense of belonging among
employees but can have a positive impact of the bottom line.
42

POSSESS A VISION
 Leadership vision is an essential means for focusing attention on
what matters most; what you want to accomplish in your life and
what kind of leader you wish to be. A useful vision has to be rooted
in your past, address the future, and deal with today's realities. It
represents who you are and what you stand for. Aug 7, 2008, HBR
 The Quality Manager needs to possess a vision of what could be and
more importantly have the willingness to make it a reality. You need to
share your vision with others to work on achieving buy in.
43

FLEXIBLE AND ADAPTABLE
 “The primary thing I look for in a Quality Manager is flexibility… Meaning being able
to multi-task, negotiate, and adapt. You need to be able to take a stance when
needed but also be willing to look at other sides and see if there is another way to
achieve the goal appeasing all parties involved. This requires an open mind and
good communication skills. If a person can do this, the details will fall into place.”
Dorothy Love, Quality Assurance Director at Eurofins Environment Testing US
 Flexible leaders are those who can modify their style or approach to leadership
in response to uncertain or unpredictable circumstances. In addition, flexible
leaders can adapt to changes as they come. They can revise their plans to
incorporate new innovations and overcome challenges, while still achieving their
goals. https://www.sigmaassessmentsystems.com/flexible-leader/
 Again, you will as a Quality Manager need to be flexible at times.
44

SELF-AWARENESS
 “Successful leaders must also be in tune with their leadership capabilities before acting on
them. There’s reason to suggest that self-aware leaders directly correlate to happier employees
and healthier companies.” https://online.hbs.edu/blog/post/leadership-self-assessment
 A good Quality Manager needs to be self-aware of their strengths and weakness, their behaviors
and their leadership characteristics and style. You need to self-evaluate how well your leadership
is helping the team or producing the desire outcome and make adjustments as needed.
 Be aware of your weakness and seek out others that have strengths in these area to be part of
the team.
 I knew that at times I, micromanaged, talked to much, did not listen as well as I should!
 Self-aware leaders report having:
 Greater effectiveness in the workplace
 Better relationships with colleagues
 Improved abilities to identify and manage their emotions
 Reduced stress
45

DECISIVE (YOU CAN AND MUST MAKE
DECISIONS)
 Balance the need for decisive action (be bold) and the need for thoughtful
value based decisions (be calm).
 However, avoid over-reacting and under-reacting. This can impact on your
credibility. That is, take the time to not have “a knee-jerk reaction!”
 However, you will find some think you are over-reacting and others under-
reacting to the same issue or problem.
 “Decisive Quality Managers also seek out the appropriate information
they need to make good decisions. In addition, they show an
understanding of the knowledge held by their direct reports, colleagues,
and leaders. This helps them gather information from these resources
before making a final decision.”
https://www.sigmaassessmentsystems.com/great-leaders-decisive/
46

CONTINUOUS LEARNER
 A Quality Manager must have an eye to continual learning for not only
himself but the entire laboratory, especially in regard to the
implementation and effectiveness of the quality management system and
for continuous improvement in all aspects of the laboratory operations.
Leaders learn on the job by doing!
 A well trained and competent project manager, supervisor, quality assistant,
analyst or technician is an asset to the laboratory and will have greater self-
worth as an employee.
 Quality Managers need to have a key role in leading and championing the
laboratory’s training efforts, especially regarding quality.
 “Learning how to effectively lead a lab is the only way to get everyone on
the same train.” Bill Reeves, Quality Assurance and Facilities Manager,
Eurofins Eaton Analytical, Inc.
47

MENTOR AND MOTIVATOR
 Motivating and Leadership
 There are endless ways to define leadership but in general, it is considered a means of
influencing people by providing direction and motivation while operating to accomplish
goals and improve the organization. Successful Leadership is about motivating people to
do their best work, and keeping everyone pulling in the direction of the ultimate goal.
This is critical to quality management.
 Mentoring and Leadership
 Mentoring is typically defined as a voluntary developmental relationship built on mutual
respect between two professionals, one with more experience and knowledge than the
other. Mentoring differs from traditional motivational leadership in that it is about
developing the leaders of the future. That include quality management leader! As a
mentor, you invest a lot of time and energy into helping your mentee grow as a
professional and achieve their goals.
 While motivational leadership is applied to a group, mentoring is something you do with
specific high-potential employees. Mentoring those high-potential employees is critical
for the future of both your team and the business. The next Quality Manager will likely
come from with the laboratory. It helps to keep those talented individuals engaged in
their work and ensures that you’re building a deep bench of future quality management
leaders.
48

COLLABORATIVE
49
 A Quality Manager needs to collaborate with others in order to be successful. Collaboration is essential for
achieving goals and making progress in any laboratory or team project. A Quality Manager who is able to
collaborate effectively with others can bring together diverse perspectives, skills, and expertise to tackle
complex quality, compliance and operational problems and create innovative solutions.
 Effective collaboration requires strong communication skills, trust, and a willingness to listen to others'
perspectives. Collaboration with others provides the Quality Manager vital constructive feedback and even
valued pushback.
 A Quality Manager who is able to collaborate effectively with others can build strong relationships and
foster a culture of teamwork and cooperation within their organization.
 Moreover, collaborating with others can also help a Quality Manager to build a strong network of contacts
and allies, which can be valuable resources for future projects or challenges.
 Overall, collaboration is an essential leadership characteristic and skill!

TRUSTWORTHY AND RESPECTED
 As a Quality Manager, you need to develop the respect and trust of others for yourself and the
QA Department. (only earned)
 Further, to gain respect you have to be respectful of others.
 “A trustworthy leader will always invest in relationships with others. They're unfailingly
supportive and willing to go the extra mile to help those around them grow and improve. At the
heart of a trusted leader is a core of service and support. They listen with an open heart and
mind.” https://www.lollydaskal.com/leadership/how-to-recognize-a-trustworthy-leader/
 When people trust you as a Quality Manager, it increases their commitment to quality goals.
Communication improves, and ideas flow more freely, increasing creativity and productivity.
Perhaps most important, in the hands of a trusted Quality Manager, employees are more
comfortable with change and more willing to embrace a new vision.
 Steps to being trustworthy: “first, make your values clear, then make sure you’re living up to
them. Second, treat others and their work with dignity. Third, determine when to be vulnerable
and open and when to protect confidences. Finally, cultivate a sense of unity across your
organization.” https://hbr.org/2021/06/build-your-reputation-as-a-trustworthy-leader
50

HOW TO BUILD AND EARN TRUST
Earn Trust
 Show genuine interest
 Keep your promises
 Seek their input or opinion
 Give your time
 Have their back
 Be vulnerable https://drjodie.com.au/blog/the-
importance-of-showing-vulnerability-as-a-
leader
 Be present
 Listen with empathy
Lose Trust
 Break confidentiality
 Take people for granted
 Have unreasonable expectations
 Dominate conversations
 Take and not give or share
 Cancel/Reschedule on people often
 Always overly critical
 Talk down to people
 Go behind someone’s back
 Don’t treat others professionally
51

POSITIVE ATTITUDE
 Attitudes are feelings and beliefs that largely determine how people
will perceive their environment and it is one's attitude that will
eventually lead to a behavior and action. As leaders, it is our actions,
feelings and moods that determine the actions, feelings and
moods of others!
 Can we agree that our attitude, as the Quality Manager, often
determines the success and effectiveness of your efforts. People
perceive your positive attitude and are drawn to it.
 So the Quality Manager must be positive around others. More often
than not, when working with others they will give to you your level of
expectation; therefore, you must think, act, talk and conduct your
business as the leader you want to become and that others will trust
and respect.
52

ENGAGEMENT AND EMPOWERMENT
 “You will never know what an employee is capable of accomplishing unless you stop micromanaging
and start empowering them to discover their full potential. Put them in situations that will build their
confidence and strengthen their self-trust.”
 “Empowering employees sounds simple, but it requires a leader to let go, step back and observe. It
demands a confident leader that is willing to allow their employees to fail, then help them pick up the
pieces and rebound. Employees engage when they are empowered to explore endless possibilities.”
 https://www.forbes.com/sites/glennllopis/2015/02/02/6-things-wise-leaders-do-to-engage-their-
employees/
 ‘Many leaders often try to empower their employees by delegating authority and decision-making,
sharing information, and asking for their input. But a recent meta-analysis of 105 studies on this
“empowering” leadership style found that it works best in motivating certain types of performance and
certain types of employees. It found that first, empowering leaders are much more effective at
influencing employee creativity and citizenship behavior (i.e., behavior that is not formally recognized
or rewarded like helping coworkers or attending work functions that aren’t mandatory) than routine
task performance. Second, by empowering their employees, these leaders are also more likely to be
trusted by their subordinates, compared to leaders who do not empower their employees. Third,
leaders who empowered employees were more effective at influencing employee performance in
Eastern, compared to Western, cultures, and they had a more positive impact on employees who had
less experience working in their organizations.’ https://hbr.org/2018/03/when-empowering-
employees-works-and-when-it-doesnt
53

RESILIENCE AND STAYING POWER
 “Resilience provides the ability to recover quickly from change, hardship, or misfortune. It’s the product of a
broad perspective. You can bolster it with a supportive network of professional and personal relationships and
use it to get comfortable being uncomfortable. Resilience taps into your ability to adapt even as it relies on
your own knowledge about yourself - your values, confidence, and optimism. Make it a key element of your
leadership success at all levels - from your pursuit of personal goals and well-being to your capability to lead
others through times of transition, stress, and uncertainty.”
 https://www.forbes.com/sites/brentgleeson/2021/04/13/resilience-in-leadership-how-to-lead-and-win-
despite-change-and-obstacles/
 “Resilient leaders tend to:
 Maintain emotional equilibrium and their composure under stress
 When upset, do not agitate others by spreading tension and anxiety
 Tolerate ambiguity or uncertainty and adapt readily to new situations
 Handle mistakes or setbacks with poise and grace
 Put stressful experiences into perspective and do not dwell on them
 Invest in their own physical and psychological health
 Communicate confidence and steadiness during difficult times
 Have the support necessary to cope with emotional overload”
 As a Quality Manager and leader you will need this in spades! Even when external or internal forces are trying
to beat you down your need to muster your resilience!
54

OPTIMIST
 “Research indicates that optimism is a crucial differentiator between successful leaders and others in the
workplace. In their seminal study into what makes leaders credible, Kouzes and Posner identified being
forward-looking as a critical success factor for leadership. Apr 22, 2021”
 “Optimistic leaders have learned to apply their cognitive skills to avoid getting stuck in unproductive thoughts
when managing challenges and setbacks. They move past negative emotions like frustration and worry and
look more realistically at improving a given situation. Reframing a problem allows leaders to stop feeling
defeated and start working on solutions!”
 “When leaders are optimistic about the future, they put more effort into reaching goals. Their employees and
teams dedicate more energy to progress against shared objectives. When leaders perceive an outcome as
attainable, they are more likely to persist with the plan, even when they face obstacles or slow progress.
Although stressful circumstances are inevitable, leaders with solid optimism don’t over-catastrophize. Instead,
they are likely to engage in active and effective coping and problem-solving, ultimately leading to better
performance and health.”
 “Try the following four best practices to strengthen your optimism muscle for better results.
 Hit the pause button and get perspective.
 Consider multiple options, focusing on what you can directly influence.
 Catch negative thoughts and take positive action.
 Acknowledge and appreciate what gives you confidence that things will work out (e.g., creative ideas, teamwork, retained
customers).”
 https://thriveleadership.com/blog/practical-leadership-skill-optimism
55

DECISION-MAKING
 Actively seek other’s perspectives when a planned for change or decision impacts
heavily on them.
 Then have the courage to make a decision even if some risk is involved. But try and
do some planning and weighing of information first to try an make the most
informed decision you can.
 Take the best information you can gather and have at the time and make a decision.
Decisions that may be wrong can sometimes be reversed or corrected mid-course.
 What is key here as a Quality Manager you can not be paralyzed with doubt or fear,
you will have to make a lot of decisions to be a leader for quality management.
 As a Quality Manager, at time you must decide to lead from the front and not the
rear. Do not hide in your office!
56

LOYALTY
 Quality Managers who inspire real loyalty see their role as motivating and
improving the working lives of those they lead. They view their team members as
more than just people to help them execute their own goals. Instead, they find
meaning and purpose in bringing out the best in their employees.
 To inspire loyalty, you must serve those that report to you or take your direction.
 You need to help other develop professionally.
 You need to trust your team.
 You share your value, ideas and knowledge.
 You need to be genuinely interested in employees lives.
 If the Quality Manager earns the loyalty of his staff and colleagues, it enables the
laboratory to better achieve its quality goals.
 https://www.fastcompany.com/3054067/7-habits-of-leaders-who-inspire-loyalty
57

PERSISTENCE
 Persistence in leadership helps to keep up the work. It is a trait a good leader
should always remember and never give up on anything. Additionally,
persistence makes it much easier to face the challenges and improves work.
https://www.timecamp.com/blog/2018/01/persistence-important-leadership/
 Not only do we need persistence but we need the ability to be able to deal with the
nay-sayers, who at the first sign of problem or failure will suggest that we should
turn around, go back or just stop. We need to have persistence, not only to be able
to drive ourselves forward, but we need enough to keep the entire team moving
forward against their fears and doubts when setbacks set in.
https://gordontredgold.com/why-persistence-in-an-important-quality-for-leaders/
58

FIGURE OUT WHAT TYPE OF
LEADER YOU ARE
 Know Your Personality Traits. The only way you can truly understand
the type of leader you are is to assess your personality and the
behaviors your utilize as a leader.
 Know Your Values. Values are yardsticks of behavior.
 Does a leaders gender matter? To read more:
https://www.pewresearch.org/social-trends/2015/01/14/chapter-2-
what-makes-a-good-leader-and-does-gender-matter/
 Identify Your Leadership Weaknesses.
 Ask For Constructive Feedback.
 Assess Your Ability To Delegate and Empower others.
 Observe Your Leaders.
https://www.forbes.com/sites/deeppatel/2017/03/13/6-ways-to-figure-out-
what-type-of-leader-you-are/
59

NOW WHAT LEADERSHIP
CHARACTERISTICS DO YOU FEEL YOU
HAVE AND EMPLOY AS A LEADER?
Again, do an honest inward self-reflection on the leadership characteristics you
feel that you have and employ as a leader or do not employ as a leader.
Do you find yourself employing different leadership characteristics in different
situations or are the leadership characteristics pretty much the same regardless of
the situation?
Be honest with yourself.
Write them down!
60

HOW TO DEVELOP YOUR LEADERSHIP
STYLE(S)
 “Bosses often sense that something is missing in an employee’s tool kit but can’t put a finger on
what it is. They say something like “You need certain important intangibles” or “You don’t have
enough gravitas,” but they fail to provide advice or guidance.”
 “What they’re talking about is leadership style. In every interaction, we send signals to others
that fall into two categories: power and attractiveness. Powerful markers are associated with
confidence, competence, charisma, and influence but also arrogance, abrasiveness, and
intimidation. Attractiveness markers are related to agreeableness, approachability, and likability
but also diffidence, lack of confidence, and submissiveness. The more consistent our signals, the
more distinctive our style.”
 Develop your leadership style through continual practice and self-assessment.
 NO ONE IS A BORN LEADER!
 A MUST READ: https://hbr.org/2020/11/how-to-develop-your-leadership-style
 A MUST LISTEN: https://hbr.org/webinar/2020/12/how-to-develop-your-leadership-style
61

11 TIPS TO IMPROVE QUALITY MANAGEMENT
LEADERSHIP AND MANAGEMENT
HTTPS://WWW.ISOTRACKER.COM/BLOG/THE-ROLE-OF-LEADERSHIP-IN-QUALITY-MANAGEMENT/
1. Be proactive and lead through example rather than dictating – true
leaders lead in a way that is active in implementing and following through
on actions, rather than simply dictating actions without leading by
example.
2. Understand and react to fluctuations in the external environment – the
external environment is every bit as important as the internal
environment, which is why leaders need to fully comprehend and
correctly react to various changes within this environment.
3. Consider the wants of ALL stake holders, from customers to owners,
employees, suppliers, local communities, regulatory authorities (e.g., EPA,
Accreditation Body) and the general public – these stake holders form a
vital part of the quality management process, and can greatly affect the
organization's success if there is no relationship and understanding from a
leadership point of view.
62

4. Establish a clear view of the organization's prospects – a clear view of
the organization's future is essential in order to accurately plan ahead,
by continuously changing goals and milestones in the future.
5. Establish common values and ethical role models throughout the
organization – leaders instill a sense of values and ethics that are
entrenched in the organization's mission statement, acting as role
models to inspire employees to be a part of quality management
initiatives based on these common values.
6. Develop trust and eradicate fear – a good company relies on effective
leadership to develop trust across internal and external environments,
without the need to use fear as a motivating factor.
63

7. Equip employees with the needed resources and freedom to strive for
duty and accountability – with a well-developed range of strategies
that include all levels within the organization, along with resources
that equip employees to meet the organization's goals, the entire
organization can be involved in improving quality across the board.
8. Inspire, motivate and recognize contributions from all levels of
employees – the ability to inspire and motivate staff across all levels
allows employees to be actively involved and invested in quality
management initiatives.
9. Foster open and honest communication – communication is essential
in order for all levels within the organization to work together to
implement improvement strategies, and as leader, the role is to foster
open communication from all employees.
64

9. Teach, train and coach employees – through learning and coaching on
various improvement strategies and other initiatives, employees are able
to garn a better understanding not only on what they are doing, but why
they are performing their tasks.
10. Develop challenging objectives and targets – through goal setting,
leaders are able to foster constant growth and development across the
organization, by continually improving the standards of goals within each
department.
11. Implement clear initiatives and strategies - bring these goals into fruition
– once goals have been set, leaders implement these goals accordingly to
involve all levels in quality management campaigns across the
organization.
65

HOW CAN YOU FURTHER DEVELOP AND
EMPLOY THESE LEADERSHIP
CHARACTERISTICS
 Self-Study (read books, journals, Internet, etc.)
 Seek out a mentor that you respect for their leadership abilities.
 Seek out and request training in leadership.
 Seek a credentialed training courses or program in quality management leadership.
 Learn by observing a leader in action. Leadership is contagious.
 Listen to and take action on the constructive feedback you get from others. Also look inward to
understand how your leadership strength and weakness and make efforts to improve.
 Adopt your own leadership style and just do it! Remember, Rome was not built in a day and neither is
a leader. Some take to it like a duck to water, while others take most of their career to get there. If
your leadership style is not working well in a given situation then make adjustments. You should have
a range of leadership styles.
 Anyone can be a leader regardless of position. That means you! Leadership is not positional!
66

COMPETENCIES YOU NEED TO HAVE OR
FURTHER DEVELOP AS A LEADER
67

FOR MORE INFORMATION ON LEADERSHIP
 https://hbr.org/2021/06/build-your-reputation-as-a-trustworthy-leader
 https://www.forbes.com/sites/forbescoachescouncil/2021/04/02/practicing-openness-and-transparency-to-
become-a-highly-impactful-leader/
 https://hbr.org/2004/01/leading-by-feel
 https://www.tonyrobbins.com/what-is-leadership/leadership-vision/
 https://www.bizjournals.com/bizjournals/how-to/growth-strategies/2020/12/4-ways-to-develop-leadership-
vision.html
 https://www.youtube.com/watch?v=tjiO8wiUIXM
 https://openminds.com/next-generation-forum/blog/passion-a-necessary-ingredient-for-leadership/
 https://fisher.osu.edu/blogs/leadreadtoday/blog/the-art-of-diplomacy-in-leadership
 https://www.forbes.com/sites/deeppatel/2017/03/13/6-ways-to-figure-out-what-type-of-leader-you-
are/?sh=5954791662d3
 https://www.hrdconnect.com/2020/03/31/leadership-confidence-in-times-of-uncertainty/
 https://aboutleaders.com/effective-leadership-style/
 https://www.idexxcurrents.com/en/latest/mixing-management-styles-to-better-lead-your-lab-staff
68

CONCLUSIONS AND RECOMMENDATIONS
It all begins with LEADERSHIP. We have all seen the difference between great
leadership and poor leadership in a Quality Manager.
Just as managers have subordinates and leaders have followers. Managers create circles
of power while leaders create circles of influence. This is why a Quality Manager also
needs to be a leader!
Any Quality Manager with passion, leadership ability and a vision can change a
management team, the QMS and the laboratory for the better!
Leadership needs demonstrated by all involved in quality management regardless of
your position! Find your personal leadership style(s) and use it daily.
Request your laboratory, TNI, ACIL, A2LA, ASQ or other organizations develop and/or
promote Laboratory Quality Management Leadership training.
69

IN THE END, BE HONEST, AS A QUALITY MANAGER FACED
WITH ANY OF THESE PROBLEMS AT THE LAB, HOW CAN
YOU TRULY SUCCEED WITHOUT BEING A LEADER!
 Loss of Accreditation
 Systemic Errors and Recalled Data
 Excessive Rework
 Revised Test Reports Due to Lab Error
 Customers Leaving
 Holding Times Missed
 Poorly Trained Employees
 Get the Work Out the Door Regardless Mentality
 Poorly Written SOPs
 Quality Department Viewed only as a Cost Center
 Greater Emphasis Given to Sales and Laboratory
Operations.
 No Root Cause Analyses
 Inadequate Data Review
 Data Integrity Investigations
 Little Management Commitment to Quality
 Lack of Quality Metrics
 Management Reviews that are a Joke
 No Quality Culture
 Sloppy Practices
 Not Adhering to SOPs
 Lack of Communications between QA and Laboratory
Operations
70

IN SUMMARY
 A Quality Manager needs to be a leader because
they have the ability to influence and motivate
their team, make important decisions,
communicate effectively, manage change, and
drive continuous improvement. By being a
leader, a Quality Manager can help their
organization achieve its quality goals and
improve customer satisfaction.
71

PRESENTER INFO AND USE OF THIS PRESENTATION
PLEASE NOTE: THIS TRAINING PRESENTATION WAS DEVELOPED TO HELP PROVIDE THOSE IN QUALITY
MANAGEMENT AT ENVIRONMENTAL TESTING LABORATORIES ADDITIONAL INSIGHTS AND
INFORMATION ON LEADERSHIP. IT IS BEING MADE AVAILABLE FOR PUBLIC USE AND DISTRIBUTION.
PLEASE FEEL FREE TO UTILIZE IN WHOLE OR IN PART. EDIT OR MODIFY AS YOU SEE FIT. MAKE IT YOUR
OWN. I HOPE YOU FIND IT OF VALUE.
 Scott Siders has a BA in Chemistry and Biology, and 40+ years of experience in the environmental
sector. He has worked as a Analyst, Project Manager, QA Manager and a Director of Quality Assurance
in commercial laboratories. Scott also has worked for the Illinois EPA and USEPA with experience as a
Deputy Project Officer, Superfund CLP Manager, Divisional Quality Assurance Officer and Laboratory
Accreditation Officer. He has been directly involved with NELAC and TNI for over 25 years serving on
numerous Committees and both Board of Directors. He Co-chaired the NEMC’s Best Management
Practices for Environmental Laboratories session for its first three years. Scott currently is a member of
TNI and serves on the TNI’s Competency Task Force. He is a founding and current member of the
Illinois Environmental Testing laboratory Association. He has been happily retired since 2020.
72

VALUED COLLEAGUES AND
CONTRIBUTORS:
 John Anderson, Manager, Division of Laboratories, Illinois EPA (Retired) (my mentor)
 Ray Frederici, Senior Advisor Quality and EHS Eurofins Environment Testing USA (Semi-Retired)
 Russell Biggs, Quality Manager, Hazel Technologies, Inc.
 Dorothy Love, Quality Assurance Director, Eurofins Environment Testing USA
 Andrea Teal, Vice President of Quality & HSE, Eurofins Environmental Testing USA
 Burden James, Chief of Laboratory Operations, STAT Analysis Corp.
 Jane Hurley, H2Outreach Specialist, Central Arkansas Water
 Bill Reeves, Quality Assurance and Facilities Manager at Eurofins Eaton Analytical, Inc.
 Sylvia Alnusair, QA Analyst, Pace Analytical Services
 Sheri Heldstab, Chester Labnet, Retired
 Nicki Branch, Laboratory Superintendent, City of Escondido
 Scott Hanton, Editorial Director at Lab Manager Magazine
 If I missed anyone, I humbly apologize and thank you for your contributions.
73

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