Leading a writing team

This branch covers the writing team from the side of whoever builds and runs it, and a reader chooses here by the part of that job the question is about: building the team, from the in-house writing function and the roles and levels it needs, through putting a competency model to work in the group, to hiring writers and editors and building capability in markets where the profession is young; developing the people in it, from onboarding and training to internships, apprenticeships, editor training and keeping writers; or managing it day to day, from setting expectations for the people who report to you to what a manager owes the team and leading through the clash between accuracy and appeal. It leaves a writer's own move into management to building a career, leading a project team without line authority to foundations, mentoring schemes and the teaching itself to mentoring and teaching, the competency model itself to medical writing competencies, the decision to subcontract, running a subcontract and turning a freelance practice into an agency to freelance practice, and the applicant's side of selection to applying for medical writing jobs.

• Building the team — setting up an in-house writing function, staffing the roles and levels, putting a competency model to work in a writing group, hiring writers and editors, and building capability in emerging markets
• Developing the team — onboarding a new writer, training the team through and beyond the induction, training a new editor, internship and apprentice programmes, including writers with disabilities, and keeping writers and developing their careers
• Managing the team — setting expectations as a manager and making them stick, what a manager owes the team, and leading through the clash between accuracy and appeal