Conference Insights from Dr Amanda Mao, Dr Rosalie Cull MMPP , Deb Cooper and Mitch Green MMPP

In the ever-evolving life sciences sector, technical expertise remains a critical foundation. Yet, as professionals transition into leadership roles, the ability to influence, adapt, and lead through complexity becomes paramount. At the 2025 ARCS Annual Conference, we explored this shift in leadership mindset through the lens of “action logics” a developmental framework that outlines how leaders interpret their surroundings and actions, particularly under pressure or challenge.

The session was anchored by a series of short videos featuring leadership educator and Griffith University researcher, Dr Andrew Rixon. He introduced the concept of action logics and proposed five developmental shifts essential for technical experts evolving into impactful leaders: from problem solving to possibility finding, from authority to partnership, from certainty to curiosity, from expertise to humility, and from doing to being.

These shifts challenge the deeply ingrained habits of scientific and regulatory professionals, many of whom have spent years building careers based on compliance, precision, and subject matter expertise. Letting go of being the "expert in the room" and adopting a coaching mindset is not an easy transformation. For many, it calls into question their professional identity.

Dr Amanda Mao, a cross-border clinical project leader and consultant, highlighted how technical training encourages us to solve problems quickly and decisively. In cultures where hierarchy and face-saving are valued, such as in many Asia-Pacific countries, coaching as a leadership style can feel unnatural for both the leader and the recipient. Yet, when applied intentionally, especially in cross-cultural teams, coaching can open new avenues for collaboration and build trust.

“It takes time and effort to step back, ask questions, and hold space for others to generate their own insights,” said Amanda. “But doing so builds the kind of ownership and problem-solving capacity that’s essential in complex, multi-stakeholder environments.”

Mitch Green, an emerging leader in regulatory affairs, shared his experience transitioning from expert to manager. He spoke candidly about the discomfort of moving away from being the go-to person with all the answers.

“You lose the quick wins and measurable outcomes that come with technical roles. Instead, you have to redefine what success looks like, often through the growth and achievements of your team,” said Mitch. “It’s about becoming comfortable with being uncomfortable.”

Mitch identified the final of Andrew’s five shifts, from doing to being, as particularly challenging. In fast-paced regulatory environments, leaders are often stretched across competing priorities. Creating presence and stillness can feel counterintuitive but is essential for reflective leadership.

For Dr Rosalie Cull, a seasoned executive and entrepreneur, the challenge lies in releasing the attachment to expert status. “We spend years becoming subject matter experts. Moving into leadership requires not only new skills but a new identity,” said Rosalie. “It's not for everyone. But if you want to lead, you must be intentional about growing beyond technical mastery.”

The session also prompted discussion about how leadership shows up in peer groups, particularly in senior leadership meetings. Here, coaching principles still apply, not through formal coaching, but through curiosity, open-ended questioning, and influence rather than authority.

As the session closed, attendees were encouraged to reflect on their own leadership journey. Are you a problem solver, a mentor, or someone who creates space for others to grow? And what systems or cultures in your organisation may be reinforcing expert mindsets at the expense of leadership development?

Shifting action logics is not a linear or easy process. It requires deliberate reflection, practice, and vulnerability. But as our sector becomes more complex and interconnected, it is a necessary step for those seeking to lead with influence, empathy, and vision.