Defining Your Signature Experience in Research Administration
Across Unreasonable Hospitality: The Remarkable Power of Giving People More Than They Expect, Will Guidara returns to a central idea: the most exceptional organizations are not defined solely by what they do, but by how they make people feel. This is not the result of isolated actions, but of a clearly articulated and consistently executed philosophy. In research administration, where excellence is often equated with accuracy and efficiency, this perspective invites a broader question: What is the experience we are intentionally creating for those we serve? Without a clear answer, interactions risk becoming fragmented and inconsistent, even when they are technically correct (Guidara, 2022).
Throughout this series, several themes have emerged—hospitality versus service, the power of small moments, intentionality, consistency, and the importance of internal culture. Each of these elements contributes to a larger concept: the signature experience. This experience is not defined by a single interaction, but by the cumulative effect of many interactions over time. It reflects how communication is delivered, how challenges are navigated, and how individuals feel as they engage with administrative processes. In this sense, the signature experience is both personal and institutional—it is shaped by individual behaviors and reinforced through organizational systems.
Defining this experience requires clarity of purpose. What do we want faculty, scholars, and trainees to consistently feel when they interact with us? The answer may include clarity, confidence, support, respect, or trust. Once defined, this desired experience becomes a guiding framework for decision-making. It informs how emails are written, how processes are structured, how feedback is delivered, and how teams are led. Without this clarity, efforts to improve experience may be well-intentioned but inconsistent. With it, even small actions become aligned and cumulative.
Importantly, a signature experience is not created through isolated acts of excellence, but through consistency and repeatability. Systems, communication norms, and team behaviors must all reinforce the same set of values. For example, if clarity is a defining characteristic, then processes should be designed to reduce ambiguity, and communication should prioritize simplicity and structure. If support is central, then follow-up practices and proactive engagement should be embedded into workflows. The goal is not to rely on individual effort alone, but to build an environment where the desired experience is the default.
This process also requires ownership at both the individual and leadership levels. Each research administrator contributes to the overall experience, but leadership is responsible for defining, modeling, and reinforcing it. This includes articulating expectations, providing feedback, and ensuring alignment across the team. When individuals understand not only what is expected, but why it matters, they are more likely to engage with their work in a purposeful and consistent manner. In this way, the signature experience becomes a shared commitment rather than an abstract ideal.
Ultimately, defining a signature experience is an act of intentionality. It shifts the focus from completing tasks to shaping how those tasks are experienced. In research administration, where the work is complex and often high-pressure, this shift has meaningful implications. It enhances trust, strengthens relationships, and elevates the perceived value of the work. Accuracy ensures that the system functions; experience determines how that system is felt.
As a closing reflection, the question is both simple and challenging:
When people work with you or your program, what do they consistently experience—and is that experience intentional?
Action Items for Research Administrators
- Define your desired experience. What do you want stakeholders to consistently feel (e.g., clarity, confidence, support)?
- Align one core process (e.g., onboarding, communication, submission support) with that experience.
- Audit consistency across your team. Are interactions aligned, or variable depending on the individual?
- Articulate your philosophy clearly, using shared language to reinforce expectations.
- Revisit and refine regularly, ensuring your experience evolves with the needs of your stakeholders.
Your processes define what you do. Your experience defines how you are remembered.
