Leadership at the edge of discovery

Lessons in leadership from my time at CERN

Most people at CERN are not employees of the organization; they come from universities, research institutes, and laboratories around the world. Therefore, traditional management tools like salaries or performance reviews are not the primary levers for alignment. What unites all of us is a common passion, shared objectives, and the common goal of understanding how the universe works. People know that this is something that cannot be achieved by a single person, institution, country, or continent. The goal can only be achieved by collaboration. The role of the leaders is not to dictate but to support the community in achieving common objectives.

CERN is an extremely democratic place where leadership does not come from hierarchy – it comes from ideas. If the youngest student has the right idea, we follow it. In the decision-making process, it is crucially important to listen to people and allow them to express their views. Ultimately, a decision must be made, usually by the leaders, but if people can be part of the process, if their voices have been heard, then they will accept the decision and work for the common objectives.

My education in science was very important in my leadership development because fact-based thinking, curiosity and rigor helped me. But one of the most challenging transitions I faced as Director-General was moving from a “vertical” mindset to a “horizontal” one. As scientists, we are trained to develop deep expertise in our specific, often narrow, field, to understand every detail of it. Leadership at CERN, however, requires the ability to embrace a wide range of domains, from science and engineering to funding, human resources, government relations, public communication, and environmental responsibility. I had to become broader, but also necessarily more superficial. I often had to resist the temptation to dive into every technical detail – which, for a scientist, can be frustrating – but leadership requires keeping sight of the bigger picture, trusting the people around you, the experts in their fields, and empowering them to do their work.

Leadership is not about knowing more than others in the room; it is about creating the conditions for others to grow and shine. Even when you may know more than your colleagues on a particular topic, it is important to step back, give space, and ensure that credit goes to the people who are doing the work. A good leader does not need to demonstrate authority by showing superior knowledge. On the contrary, leadership often requires restraint: listening, observing, and allowing others to contribute fully. This humility builds trust and strengthens teams, particularly in environments where expertise is widely distributed.

CERN operates on extraordinary timescales. Some projects span decades, even generations. Leading in such an environment requires maintaining a clear long-term vision while ensuring that people remain motivated in the present. This is achieved by recognizing that progress happens incrementally. Each small step matters, and each contribution is part of a much larger journey. A good leader acknowledges and celebrates these incremental achievements. Even if the final goal may be decades away, people need to see the impact of their work today. Every “stone” laid on the path is essential, and recognizing these contributions keeps teams engaged and motivated.