Research Manager

PhoenixLBS 9 Percepta Vision Portal 9 Self-Awareness Insights 9 Research Manager

1. The Managing Director emails: “Can you start building visibility on a new biotech in Belgium?” No structure, contacts, or examples are provided. *· A. You begin mapping the leadership using credible sources, noting assumptions for later clarification.· B. You check how previous company profiles were structured before deciding what data to capture.· C. You ask the MD if the output should follow a specific format before beginning.· D. You sketch likely departments based on press coverage, refining it once more detail arrives.

2. You’re midway through mapping when the Senior Consultant messages, “Could you also draft a client summary for tomorrow’s meeting?” *· A. You pause mapping and focus on the client summary — client-facing work takes priority.· B. You clarify which task is most urgent and explain what can be completed by when.· C. You finish the mapping first, as switching mid-task risks inaccuracy.· D. You attempt both in parallel to keep everyone satisfied.

3. You’re asked to map a start-up that has almost no public footprint or LinkedIn presence. *· A. You reach out to relevant professional associations for any organisational insight.· B. You search archived news releases, job adverts, and investor presentations to infer structure.· C. You add placeholders in the database until more is known.· D. You check with the MD whether this company is a priority before investing time.

4. The MD invites you to a client call about a new senior appointment. *· A. You join, listen carefully, and summarise key takeaways immediately afterward.· B. You attend and ask a short, clarifying question about market expectations.· C. You observe quietly for learning but do not contribute.· D. You decline, preferring to stay focused on other deliverables.

5. The Senior Consultant mentions an upcoming client briefing; you’re not expected to attend. *· A. You ask to sit in, explaining it will help you align your research with the brief.· B. You wait for the notes afterward — client discussions are best handled by senior staff.· C. You offer to prepare background materials instead of attending.· D. You quietly join the call to observe without introducing yourself.

6. Halfway through a search, the client changes focus and halves the target market overnight. *· A. You pause to confirm new parameters before continuing.· B. You adjust the list immediately, trusting prior knowledge to guide focus.· C. You check which parts of your existing work can be re-used efficiently.· D. You wait for written confirmation before updating anything.

7. After several weeks of similar mapping work, the tasks begin to feel repetitive. *· A. You look for small ways to improve the process and share suggestions.· B. You keep steady output — consistency is part of the role.· C. You ask if you can help on a different client project for variety.· D. You complete the essentials but focus energy on more stimulating work.

8. You’ve accepted several side projects to help the Senior Consultant and are now at capacity. *· A. You reprioritise and communicate which tasks can realistically be delivered.· B. You keep pushing — momentum matters more than rest.· C. You delegate minor tasks to an external researcher.· D. You focus on the most visible deliverables and leave smaller tasks pending.

9. During a client call on line, the MD pauses — the client seems unclear about role scope. *· A. You summarise what’s been said and ask a clarifying question.· B. You offer examples from similar searches to help shape the discussion.· C. You stay silent; it’s better for the MD to handle clarification.· D. You message the MD privately suggesting a point they could raise.

10. The Senior Consultant sends: “We need more insight on emerging rare-disease biotech hubs.” No deadline or detail is given. *· A. You review recent launches and cluster data, producing a short briefing by the next day.· B. You message to clarify depth and format before starting.· C. You note it for later when you have fewer priorities.· D. You send a few quick links and ask if this is what they meant.

11. You notice the team is duplicating data entry between two systems. *· A. You suggest consolidating and volunteer to design a small test of a single-source workflow.· B. You log the issue for review at the next team meeting.· C. You continue as normal; consistency outweighs change during busy weeks.· D. You quietly test a more efficient version on your next project.

12. The Senior Consultant wants a report “by close of play” but you notice inconsistencies in several candidate profiles. *· A. You delay submission slightly to correct and verify.· B. You flag the issue in the report, keeping delivery on time.· C. You fix the worst errors and send on schedule.· D. You submit as is; the client rarely notices small discrepancies.

13. The MD asks you to lead a small event to build relationships with biotech clients. *· A. You outline purpose, theme, and invite list, then confirm logistics with the MD.· B. You contact a few known contacts informally to test interest before planning further.· C. You ask for examples of past events to follow format.· D. You wait for the Senior Consultant to guide next steps.

14. End of week — the MD asks for final database updates before a client meeting. *· A. You complete the updates, even if it means staying later.· B. You tidy only the visible sections to meet the deadline.· C. You explain you’ll update fully first thing tomorrow.· D. You send your notes as they are — better partial data than delay.

15. You’re briefing a highly technical client who seems uncomfortable speaking English. *· A. You simplify your language and summarise each section clearly.· B. You maintain your usual tone to keep consistency.· C. You send written materials after the call instead of adjusting mid-way.· D. You focus on tone and pace rather than simplifying content.

16. Three weeks after submitting data, the client hasn’t replied. *· A. You send a short check-in summarising progress and next steps.· B. You assume they’ll respond when ready — best to wait.· C. You update the MD and pause further work.· D. You prepare a short insights note to re-engage interest.

17. The MD says your summary is “too long,” while the Senior Consultant says “it’s too brief.” *· A. You reconcile their feedback and produce a balanced version.· B. You follow the MD’s preference; they’re the decision-maker.· C. You ask for a joint review to clarify expectations.· D. You stick with your preferred format; you can’t please everyone.

18. You discover a browser extension that could capture LinkedIn data faster. *· A. You test it on non-confidential profiles and document results.· B. You trial it immediately across all open searches to save time.· C. You tell the MD about it and wait for approval.· D. You check data-security terms before doing anything.

19. A recruiter you know offers to share their candidate database “to help each other out.” *· A. You decline politely and explain why that’s not appropriate.· B. You take it but store it separately until you confirm next steps.· C. You skim it briefly for market insight then delete it.· D. You forward it to the MD asking what to do.

20. You’re near two critical deadlines; both tasks require focused time. *· A. You assess which adds more business value and commit to that first.· B. You divide time evenly to keep both progressing.· C. You ask the Senior Consultant for a quick priority check.· D. You complete whichever feels easiest to finish first.

21. You see an online session on new recruitment tech happening outside work hours. *· A. You attend; staying current benefits your performance.· B. You register but decide closer to the time based on workload.· C. You ask if attendance is encouraged before committing.· D. You wait for the recording and review highlights later.

22. You read that a rival firm has just won a large biotech search project. *· A. You research what differentiated their approach and summarise key lessons.· B. You mention it briefly in the next meeting.· C. You note it privately for context.· D. You forward the article to the MD with comment

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This Percepta questionnaire explores how a Research Manager applies initiative, curiosity, and accuracy in a small, fast-moving executive search environment.

There are no right or wrong answers — choose the response that best reflects what you would actually do.

Research Manager

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