No office operates in isolation in higher and medical education. Whether your office is run by a team of many or a team of one, the quality of your work and the extent of your impact are directly dependent on the clarity of your vision, the partnerships you develop and your alignment with the institution’s mission. When I transitioned from an academic administrative postdoctoral appointment in a multistaff office to directing a one-person research office for medical students, I quickly saw that each model has distinct strengths and opportunities. In a multistaff office, responsibilities for educational programs, finances and recruitment were shared among several colleagues. Therefore, individuals can specialize in particular areas or resources. In a solo office, specialization is still possible, but success relies heavily on the ability to prioritize strategically and build strong collaborations across departments and campuses.
