Complaining about your job is a fact of life. 

You may love what you do, but also wish you didn’t work so much. You may be thankful for your salary, but prefer a different work schedule. You may love your coworkers, but not see eye to eye with your boss. Or you may enjoy your responsibilities — except for that one specific task. 

This is normal. It’s rare to find a job that makes you happy in every possible way. 

But before you get stuck in the depths of negativity, try to find a solution that makes your job better and more bearable.

Just like in other industries, people who work in Clinical Research face challenges. 

Here, we discuss the top two pain points for four roles: Clinical Trial Managers (CTMs), Clinical Research Associates (CRAs), Clinical Trial Assistants (CTAs), and Clinical Research Coordinators (CRCs). But we won’t leave you hanging! We include an actionable solution for each pain point.

Pain Points & Solutions for CTMs

A Clinical Trial Manager is the leader of a study. CTMs are accountable for a study’s success — and are responsible for its failure.  

As a CTM, you may struggle with unrealistic timelines, underperforming vendors, minimal training, or something else. There is a lot to learn, a lot to know, and a lot to do. The learning curve for new Clinical Trial Managers is steep, but it’s not impossible. 

You’ll likely identify with one or both of these pain points. But with a sensible solution, you can accept the challenge to rectify the issue.  

Pain Point: Feeling unprepared for leadership expectations

Clinical Trial Managers have a leadership role. But most CTMs were not leaders in their previous Clinical Research jobs. While you may feel prepared to take on many of a CTM’s responsibilities, your lack of a leadership background may stand out.

Along with learning all of the nuances of the CTM role, you are also trying to balance the expectations that come with being a leader within your organization. Plus, this transition from “doing” to “leading” isn’t easy, and it may take time to adapt a leadership mindset. 

Solution: Leadership skills CTMs are expected to have but are never taught

As a Clinical Trial Manager, you will receive training about your company’s SOPs (standard operating procedures) and systems. And either by asking questions or by learning as you go, most CTMs grasp their job responsibilities over time. 

But leadership skills, which are often equally important, are expected but not taught. You may embody some of these characteristics that make you an effective leader, while struggling with others. 

Leadership skills that are especially important for CTMs include:

• Collaboration
• Communication
• Confidence
• Empowerment (delegation)
• Organization
• Prioritization

Although you can work on your leadership skills at any time, the ideal time to work on these specific skills is before you become a Clinical Trial Manager. Here are some ideas for each:

Collaboration:

• Partner with Data Management to standardize monthly or ad hoc reports (e.g., open queries, overdue data, or SAE reconciliation). You could help define which reports are needed, when they should run, and how they are shared with the broader study team.
• Collaborate with Regulatory to track site-level submission timelines (IRB renewals, safety reports, protocol amendments). For example, you could help build or maintain a tracker to ensure all sites meet critical safety and compliance deadlines.
• Partner with CRAs to identify common site issues (e.g., repeated deviations or delayed data entry) and help propose preventative actions at the study level. 
• Assist Start-Up teams by helping track site activation milestones or identifying bottlenecks that delay first patient in (FPI).

Communication: If writing is not a strength, practice writing more! Use templates or save emails and slide decks to use as models. If you lack verbal communication skills, practice! Ask if you can have a part in a meeting. Create slides (make sure to edit!) and then practice your part over and over. Then, ask for constructive feedback.

Confidence: Building confidence often comes with building knowledge. Ask questions and find out who to ask or where to go when you don’t know the answer. Register for a training course. Become an expert in a certain area (ie, you are the go-to for study recruitment issues). Build your confidence over time (it won’t happen overnight).

Empowerment (delegation): As a CTM, you cannot do it all. You need to lean on your team. You can practice this in your current role. Invite a less-experienced teammate to take on one of your tasks. Offer support and recognize their efforts and success. This skill will save you from exhaustion and burnout. 

Organization: Some people are organized, and others have to work on this skill constantly. Start small. Try to keep your desk organized and file your papers at the end of each workday. Use file folders to organize the documents on your computer. Then tackle something bigger. This video has helped thousands of people organize their email inbox.  

Prioritization: Prioritizing comes with practice. Over time, you’ll figure out which tasks on your list you need to complete first. Until then, start with the basics and create a system for yourself. We recommend these three tips to help prioritize your day. 

Pain Point: Burnout from constant escalation and decision fatigue

As the point person for escalation and problem-solving in clinical trials, many Clinical Trial Managers struggle with burnout. CTMs spend hours each day putting out fires. This can be overwhelming.

Clinical Trial Managers also wear the hat of chief decision-maker. Being responsible for all decisions can feel exhausting, especially on days when there are many to make or when your decisions feel like your best guesses. 

Burnout can come at you fast. Preventing it is actually easier than trying to come back from it.

Solution: The difference between “owning” a study and “controlling” a study

Some CTMs try to control every issue, decision, and outcome. Controlling a study means feeling responsible for solving every problem — even when others are better positioned to do so. 

Owning a study, on the other hand, means taking accountability for outcomes, not execution. It’s about setting clear expectations, assigning the right owners, and trusting your team. When something escalates, you guide the problem to the right person, ensure it’s addressed appropriately, and confirm follow-through.

When you shift your mindset from controlling to owning, you reduce decision fatigue because not every decision needs to live with you. Others on your team can — and should — make many decisions. Your job as a CTM is to define decision boundaries, escalation pathways, and priorities. This way, you empower others to act confidently without waiting on you.

Clinical Trial Managers don’t have to carry the study alone. You can reduce your risk of burnout by building systems, clarifying ownership, and leading with intention.

Pain Points & Solutions for CRAs

Clinical Research Associates (CRAs) are the eyes and ears of a study and often the glue that holds it together. But because of this direct involvement with so many people on a research team, some CRAs feel squeezed between sites, CTMs, and SOPs.

Plus, CRAs have a high-pressure role. Many CRAs deal with constant travel, a heavy workload, or unclear performance expectations.

The pain points are real, and so are the solutions. 

Pain Point: Site resistance and communication breakdowns

As a CRA, you are the primary contact for study sites. Many research sites adhere to the protocol, follow up on action items, respond to your communications, and meet their other expectations as part of a clinical trial.

But you may find that some sites are more resistant or there may be a communication breakdown. And since you are the main contact, it is up to you to problem-solve the resistance and the communication breakdown. Easier said than done, right?

Solution: How to manage difficult sites without damaging relationships

The best way to manage a difficult site is to build a relationship with the site team. Try one or all of these relationship-building techniques:

• Set clear expectations: Email a draft of your monitoring visit agenda and ask if they have anything to add or change such as retraining for a new SC or study vendor equipment troubleshooting. Give plenty of advance notice so they have time to make plans on their end. And always end your email with a note thanking them for their time, acknowledging their efforts, or saying you look forward to seeing them.

• Find common ground: Did you work for the same Sponsor in the past? Do you like the same TV show or podcast? Do you have kids around the same age? It can be anything! Then, ask about it the next time you communicate: “I know you like [TV SHOW]. I started watching [OTHER SHOW] and thought of you. Have you seen it?”

• Ask how you can help: This opens the door for them to ask questions, request training, or share what they need. Build their trust with your response.

Managing difficult sites is about connecting better — not pushing harder. Strong relationships between sites and CRAs reduce resistance, improve responsiveness, and ultimately make everyone’s job easier.

Pain Point: Burnout from monitoring and travel demands

Many CRAs are road warriors. You spend a lot of time on airplanes and in rental cars and/or UBERs. You rack up hotel points and deal with delays, traffic, and lost luggage. You may enjoy the travel, but you may also miss being home.

And monitoring days are fast-paced and long. It isn’t always possible to cram everything you need to do and see into an eight-hour monitoring visit. 

It’s common for the travel and monitoring demands to lead to exhaustion — and burnout. 

Solution: How to prioritize monitoring tasks when time is limited

The key for prioritizing monitoring tasks are planning and efficiency. The main objectives for each monitoring visit are:

• Discover data errors and discrepancies.
• Evaluate the site team’s understanding of the protocol and procedures.
• Determine compliance and ensure patient safety.

You can plan your monitoring visits with these three objectives in mind. Advanced planning leads to greater organization and efficiency. Here are three simple steps:

1. Plan your visit. Use your own agenda template or download our freebie checklist.
2. Review the study protocol. Have a thorough understanding of the entire document.
3. Bring monitoring tools. Use physical and digital monitoring tools, as well as CRA Audit Notes. Not only do these items help you with monitoring, but site teams also appreciate that they make follow-up easy.

CRAs who show up prepared for their monitoring visit, with a plan to complete the most important tasks, can help reduce their likelihood of burnout. Read more about planning a successful monitoring visit. 

Pain Points & Solutions for CTAs

Clinical Trial Assistants (CTAs) work in the background to keep studies moving. CTAs work closely with Clinical Trial Managers and are responsible for much of the operational and administrative work.

Despite playing an essential role, CTAs often operate in the shadows of the CTM, and the career path is not always clear. 

The issues CTAs can face are valid — but you can address them with the right approach.

Pain Point: Unclear growth pathways

Many Clinical Trial Assistants aim to become Clinical Trial Managers. Although this is a clear career pathway, leveling up may be a struggle if you find it difficult to be seen and valued while respecting boundaries.

On the other hand, some CTAs don’t want to become CTMs. And since they don’t want to pursue this common career path, there is more uncertainty with the career journey and goals.  

Solution: How CTAs can build visibility without overstepping

It is possible to learn, grow, and build your professional presence without crossing lines. The best first step is to develop and maintain a strong working relationship with the Clinical Trial Manager. After you do this, you can:

• Tell the CTM about your career aspirations, and consider asking for their advice.
• Offer to pitch in when the CTM is overwhelmed or out of the office.
• Take advantage of opportunities to attend meetings, work on tasks and projects outside your everyday responsibilities, and participate in training sessions.
• Ask the CTM to include you when they collaborate with other teams (Data Management, Finance, Vendors, etc.), so you can learn more about what they do.

You don’t need to have every career step mapped out to move forward. Small, intentional actions can create visibility, open doors, and help CTAs discover the path that’s right for them. Whether your goal is to become a CTM or to grow in a different direction, this is how to gain clarity and confidence.

Pain Point: Limited understanding of the “why” behind tasks

It’s easy to get stuck knowing how to do the tasks without understanding or even thinking about “why” they need to be completed. You can be a top-notch, task-oriented Clinical Trial Assistant. 

But if you want to level up, you are limiting yourself by focusing so intently on the tasks at hand that you ignore the bigger picture. If you don’t understand the “why,” it may be tough to show that you’re promotion-ready in the interview process. 

Solution: Understanding the full clinical trial lifecycle to work smarter

The tasks are important, but so is your background knowledge. CTAs who grasp the inner workings of the clinical trial life cycle can produce higher-quality work.

You’ll have to find time when you already have a heavy workload, but as you become more efficient at completing your tasks, you may have more time to learn the reason for the tasks. As your study moves through the lifecycle, try to enhance your knowledge. Find out about:

• Study Start-Up: What is the CTAs role? What things need to happen to make the study move forward? What is the reason for the documents you create or file? Which roles are involved in this study stage?
• Study Maintenance: What are the priorities for this stage? What information is essential and why? How is the CTA involved? What is the process for Adverse Events versus Serious Adverse Events?
• Study Close-Out: How do you know if a study is ready to move to Close-Out? Which roles are essential for this stage? What documents are needed and who is responsible? What is the CTA’s role?  

When you understand why tasks matter — not just how to complete them — your role expands. That broader perspective helps you connect your day-to-day work to study outcomes. It’ll enable you to communicate more confidently and demonstrate readiness for greater responsibility. Strategic understanding is what separates a capable CTA from one who is prepared to level up.

Pain Points & Solutions for CRCs

Clinical Research Coordinators (CRCs) are among the only roles on a research team that interact directly with patients. Because of this, CRCs must be well-versed in the protocol, regardless of how complicated it is. 

While many CRCs transition to the CRA role, that is not the path for everyone. And some CRCs find it challenging to translate their experience to a new role. 

You don’t have to let these pain points limit you — the right approach helps you move past them.

Pain Point: Overlapping responsibilities with limited support

Clinical Research Coordinators often feel like they are running the study on their own. With limited support, many patients to care for, and constant documentation, a challenging protocol can become overwhelming quickly. 

Sometimes the ownership of certain responsibilities isn’t clear between the CRC, Research Assistant, Investigator, and CRA. This overlap results in uncompleted tasks, confusion, stress, and potential patient safety concerns. 

Solution: Managing protocol complexity without overwhelm

Many study protocols are complex, and simply reading them can be challenging. This blog post offers detailed information about protocols, the key sections, a perfected review process, and a free downloadable checklist to help you review protocols with ease. 

Throughout your review, make a list of questions to ask the CRA or Investigator. The CRA may have access to an  FAQ log — or you can create your own. It’s always better to ask questions so you have a complete understanding. Plus, your questions will likely help other members of your team.

Once you’ve reviewed the protocol, write a list of the tasks and the job titles responsible for them. We recommend creating this in Excel so your team can sort by study stage, role, date, or something else. Your spreadsheet can eliminate overlapping responsibilities.

Remember to consult the FAQ log or contact the CRA when you have a question throughout the study. The CRA is there to guide you, provide training, offer resources, and make the clinical trial manageable. 

Pain Point: Feeling “stuck” at the site level

Many research professionals begin their Clinical Research careers as Clinical Research Coordinators. A CRC is a great entry-level role and offers good career progression towards the Lead CRC role. 

However, for CRCs who want to move to another role in the industry, it may seem difficult to know how to get there. Some CRCs struggle to find a job with a Sponsor or CRO after working at a research site. 

Feeling stuck can lead to job negativity, boredom, and decreased motivation. But there’s a simple solution.

Solution: The most common mistake CRCs make when job hunting

The most common mistake research professionals make when looking for a new job is to have a resume that:

• Is not formatted for Clinical Research
• Is not proofread for grammar, spelling, and formatting
• Does not include a clear, concise professional summary 
• Does not use keywords from the description of the job you’re applying for

Many employers spend 30 seconds or less on the initial resume review before placing them in a pile: Yes, Maybe, No. CRCs who want to level up must have a resume that stands out. 

If you aren’t landing interviews, your resume may need an update. The Clinical Research Job Search Guidebook is a comprehensive resource for resume writing and job searching. You’ll find resume writing pro tips, a Clinical Research resume template, and much more. 

Need more support for your job search? ClinEssentials also offers one-on-one career consultations and resume reviews.  

Move Forward with Intention and Purpose

Clinical Research careers may have pain points, but these issues typically have actionable solutions. 

At ClinEssentials, we are here to offer guidance at any stage of your career. If you are looking for your first Clinical Research role or have worked in the industry for many years, we work with research professionals at all levels across all roles and would love to work with you! 

If you would like to take the next step in your career and expand your knowledge on any of the roles discussed in this article, you may want to consider our role specific mini courses. The Introduction to CTM Mini Course is the first course offered in our new ClinE Learning Lab. Introductory mini courses for the CRA, CTA, and CRC roles will be available soon. These mini courses will help you gain a clear understanding of the role so you can move forward with information and intention. With the right foundation, you can stop guessing and start building a purposeful plan for your next career step.

Join the list to receive an email notification when enrollment opens for the mini courses.