Clinical research professionals have been stretched thin for years. First, the pandemic drove demand through the roof, outpacing the talent pool. Then, economic shifts—rising interest rates, inflation, and the lingering effects of the Inflation Reduction Act (IRA)—forced companies to cut close to the bone. Now, many teams are operating with skeleton crews, and those who remain are drowning in responsibilities once handled by larger teams.
This relentless pressure is leading many to consider a change. But for those who truly care about their teams and the impact of their work, leaving isn’t an easy decision.
The Short-Staffed Dilemma: Stay or Go?
Gary Vaynerchuk, in Twelve and a Half, tackles a scenario that resonates deeply in clinical research today:
“You’re working on a team that’s constantly short-staffed. You talked to your managers about this, and they keep saying that they’ll hire more employees, but none have been hired in the past several months. You’re stressed out in your role, and you’re thinking about quitting and getting a job at another company for more work-life balance. However, you love the people you work with, and you don’t want to add more stress and responsibilities on their plate by quitting…”
Sound familiar? Many CRAs, CTMs, and Clinical Operations professionals face this exact scenario today. The clinical trials must go on, and while leadership acknowledges the problem, hiring solutions remain slow.
So, what do you do?
1. Take Accountability for Your Career
Vaynerchuk emphasizes accountability—a shift away from victim mentality. Instead of blaming leadership, he suggests recognizing that you always have a choice:
- Stay and push for change.
- Leave for a better opportunity.
Empower yourself to make the best decision for your career. If burnout is affecting your health and productivity, staying out of obligation isn’t noble—it’s a disservice to both you and your team.
2. Approach Leadership with Curiosity and Candor
Before making a final decision, have a direct yet empathetic conversation with leadership. Instead of venting frustration, try:
“I know we’re short-staffed, and I see how hard you’re working behind the scenes. I don’t know everything that’s happening at the management level, but can you help me understand what’s going on?”
This shifts the conversation from confrontation to collaboration. In some cases, management may truly be struggling to find talent or dealing with unseen challenges. Understanding their perspective might open doors to real solutions, like contract support or restructuring workloads.
3. Leaving Gracefully (If That’s the Best Choice)
If you decide to leave, do so with kind candor—not resentment. Vaynerchuk warns against disparaging a company on the way out, especially in front of teammates who may not have the same financial flexibility to leave.
A professional exit might sound like:
“I truly appreciate my time here and everything I’ve learned. But an opportunity came along that’s a better fit for me and my family, and I felt it was the right time to make a move.”
Burning bridges helps no one. Instead, keep relationships intact—you never know where paths may cross again.
4. Remember: Quitting Can Be an Act of Kindness
One of the most counterintuitive lessons from Twelve and a Half is that leaving can be the kindest thing you do for your team.
“If I’m worn down mentally and emotionally, I’m not going to bring any value to my coworkers anyway.”
If you’re staying purely out of guilt but operating at half capacity, your frustration and burnout affect the team more than your departure would. Stepping away could create space for fresh energy—maybe even push leadership to finally bring in the support the team needs.
Final Thoughts: Navigating the Decision with Integrity
If you’re struggling in today’s clinical research environment, know this:
- You’re not alone.The entire industry is feeling the strain.
- You have options.Whether it’s internal advocacy, contract work, or a new role, there are paths forward.
- Your well-being matters. A stronger, healthier you is ultimately a greater asset—whether to your current team or your next one.
Wherever you land, lead with curiosity, candor, and accountability—and make the choice that aligns with your long-term success.