Leadership doesn’t start with a title; it starts with action.
In statistical programming, that might mean stepping up to explain a complex data set in a cross-functional meeting, suggesting a new way to visualize results or taking ownership of a project that goes beyond coding. These are the moments where influence and initiative become visible, even before a formal promotion.
Statistical programming roles are evolving rapidly. No longer confined to transforming data into tables and charts, programmers are expected to navigate regulation, communicate with clinicians, innovate solutions and mentor peers. Technical expertise is still important, but career growth now requires leadership, strategic thinking and a proactive mindset.
Anil Jangili discussed this in depth during the 2025 Southeast SAS User Group conference at SAS HQ. Though aimed at clinical statistical programmers, he noted seven pillars that serve as foundations for leadership growth that most can take part in.
Seven pillars of leadership growth
- Knowing your industry: Understanding regulatory requirements (FDA, EMA, PMDA) helps programmers communicate more effectively across teams and anticipate submission needs.
- Technical expertise: Modern leaders should master multiple programming languages and analytical tools, from SAS to Python and beyond and stay current with system migrations and evolving technologies.
- Communication and leadership: Effective communication can set people apart. Whether proposing new ways to present results or leading cross-functional meetings, effective communication demonstrates initiative and strategic thinking.
- Innovation and change: Bringing AI, automation and other innovations into daily workflows positions programmers as forward-thinking contributors.
- Mentorship and networking: Building connections within the industry, whether through informal “buddy” systems or professional associations, fosters growth and opens opportunities.
- Continuous learning and development: They say you never stop learning. Lifelong learning – through online courses, certifications, or conferences – ensures skills stay relevant and adaptable.
- Ethical leadership and data governance: Maintaining audit readiness, ensuring data integrity and adhering to privacy regulations are critical responsibilities for any emerging leader.
Implementing leadership in your role
Now that we have the pillars of growth, how do you implement them into your workstream? Jangili emphasized a structured approach to putting it in action:
- Development planning: Set quarterly goals for technical skills, regulatory knowledge and cross-functional leadership opportunities. For example, a SAS programmer aiming to learn R might outline a three-month learning plan for each skill area.
- Reflection and adjustment: Review progress regularly, adjust goals and stretch beyond comfort zones. Both quantitative metrics (projects completed, meetings led) and qualitative feedback (from mentors or managers) inform progress.
- Audit readiness: Leaders must ensure processes are traceable, documented and compliant. Preparing for audits not only protects the organization but also demonstrates responsibility and leadership in action.
"Every cross-functional meeting, every regulatory interaction, every innovation you introduce builds your leadership profile," Jangili noted. "It’s about consistently taking ownership and showing initiative, even before you have the title."
Takeaways for aspiring leaders
For those looking to expand their impact, the SESUG session offered actionable guidance:
- Leadership starts with small, deliberate steps – set technical, leadership and networking goals annually.
- Actively seek opportunities to collaborate and innovate across teams.
- Build visibility through presentations, mentorship and sharing learnings.
- Maintain a growth mindset, commit to continuous learning and uphold ethical practices.
Ultimately, leadership is not reserved for managers. The next time a cross-functional team gathers around a complex data set, it may not be the manager who shapes the conversation. It might be the programmer who knows the regulations, suggests a smarter visualization, or guides the group toward a solution. That, Jangili argued, is leadership personified.
