Denial Do whatever it takes to keep moving! Read grants, papers. - PowerPoint PPT Presentation

Thanks to P What is in the tenure dossier? .I.s and lab You qualified for "At the Helm: members.  Significant and continuous funding : at least 1 NIH grant and renewal. your job with one Managing Yourself and set of skills…  Publication of a significant body of research in high-quality journals. Your Lab" . But you will keep it  A national/international reputation : scientific presentations, invitations to meetings or seminars, letters from leaders. Kathy Barker with another set of  Teaching excellence : student and peer assessments. Service: HMS skills. committee work, study section, editorial board. April 9, 2013  A self-statement : Accomplishments, and plans. Year 1….. Work within Years 3-6… Year 2… your tenure or • Hire a technician. • Resubmit grant, if necessary. • Seek feedback on tenure likelihood. job promotion • Set up and organize the laboratory and office. • Take on a student or another technician. • Speak at national/international meeting. requirements: • Do preliminary experiments for an NIH grant and • Start teaching and clinical responsibilities. • Submit a major paper every year. Year 1... submit a grant by the end of the year. Year 2... • Write a review article in your field. • Committee work- match to your interests. • Define all promotion or tenure requirements. Year 3... • Hire/find students and postdoc. • Submit another manuscript. Year 4... • Find at least one mentor. Year 5... • 2 nd project and grant. • Give seminars outside the institution. • Give a departmental seminar. Year 6... Time Management Matrix Think 5 years (rolling) ahead. Not Urgent Urgent Important II I Reading journals Crises, personal or professional Relationship building Pressing personal or equipment problems Lab meetings Thinking and planning Deadline-driven projects Recreation and relaxation III Important IV Interruptions, some calls Some mail, some reports Trivia, busy work Not Being busy is not the same Some mail Some meetings Some phone calls Many administrative tasks Time wasters as being productive . Lean in, Dad. Catherine Rampall, 2013, The New York Times Sunday Magazine, p 18. Adapted, with permission, from Covey, S.R. 1989. The Seven Habits of Highly Effective Family planning. Sarah C.P . Williams 2013 NewScientist March 16, p 52-53 People. Procrastination . Find a mentor - find 2 or 3. Be a good colleague- and don’t let yourself get isolated.  It’s gotta be perfect.  The detail- hater .  Scientific mentors.  Departmental duties with grace .  Why should I?  Institutional mentors.  Attendance and  Motivated by crisis .  Personal mentors. participation in seminars. Denial Do whatever it takes to keep moving!  Read grants, papers.

Establish a group culture that supports transparent communications, good relationships , clear expectations , etc. It is all about People get upset when their expectations aren’t relationships! Organize to reflect your met. values . Be clear about authorships. Build a framework. Make ethics part of your package.  What makes a good paper?  The lab manual. Fit specific ethics into your  Who writes the paper?  Stocks, ordering. framework .  How is authorship  Safety. decided ?  Be up front about ethics- stress its  Lab notebooks. importance.  What are your ethical  Lab jobs. considerations?  Teach ethics by example .  Authorship. http://www.icmje.org/urm_main.html uniform requirements for manuscripts from the international committee of medical journal editors Talk about research. http://www.quartzy.com Talk and think Your lab, online about funding . Journal clubs are an Make lab meetings useful important tool . to all . Inventory Orders Facilities Protocols Hiring lessons from P Bad people are much .I.s Don’t fill the lab with Success will depend worse than no people! bodies!  Call all recommenders. . on the people in your lab.  Hire for character , not for technical expertise.  Don’t hire people who are self-centered, arrogant, can’t get along with others….  Find the right people  Use the probation period .  Train them well  Make good use of the interview .  Treat them well  Follow your gut reaction.

Consider a collaboration A collaborative culture must Designing a research project Train new people. contract . be rewarded and protected. • Who will be involved?  Most of your investment is in salaries : maximize this. • What will each person’s contribution be?  Put your stamp on the way • If a paper comes out of the collaboration, who research is done in your group. will get authorship ? • What happens if another person’s skills are  Things to teach: Everything . needed? • When is the collaboration over ? http://biologicalposteriors.blogspot.com/2011/08/designing-research-project.html?m=1 How do you think you are doing? Mentoring will be assumed. Document and evaluate Ottemann 2002: Science’s SAGE KE:38, 5 What group members’ performances towards Experimental.  Research techniques, good science... goals . makes a Productivity.  Writing a grant, budgets.. Notebook, record-keeping, and organization. good Gain of scientific knowledge and critical thinking.  Writing, reviewing manuscripts. Lab meeting participation.  Communication and networking. mentor? Lab citizenship. Communication within the lab, outside the lab, and Compact between Postdoctoral Appointees and Their with the P .I. Mentors www.aamc.org/postdoccompact Firing is Find a way to get help for Remember that your mentee is The kindness and sometimes those who need it. NOT a clone of you. wisdom of being necessary.....  Health services. caring and  Ombudsman. Consider pathways critical.  Chairperson and life choices other than your  Dean. own.  Personnel office. Maintain group morale. ….but must be well thought out. Celebrate . Disputes in the lab:  Know before what makes firing necessary.  Make the lab feel part of the bigger world YES! of science. Do you  Speak with Human Resources (and perhaps the institution’s lawyer) for the specifics of the situation .  Help each person feel part of the lab: intervene? don’t let anyone be marginalized .  Document .  It is a process , not an act.. Warn the person, etc.

The dysfunctional lab And the job will keep changing ... Your ideas of fulfillment might change . can be fixed.  Small lab, Big lab.  Is it the science ?  More competent personnel.  Is performance (research, citizenship, mentorship) recognized and rewarded ?  Failure and Success .  Is it the group dynamic? Is it an individual? The P .I.?  Is it you ? Are you there? Are you depressed or unpredictable? Are you pushing too hard, or appearing uninterested? How do you Cultivate relationships. So. What can you do now? Don’t let yourself deal with conflict get isolated! in the lab? And can you do it better? Myers-Briggs Assessment There are two ways you can learn to deal better with It‘s not COMMUNICATION E I conflict: Get some just about INFORMATION S N S N perspective. the 1. Manage your own emotional DECISION T F T F T F T F control and communications. delivery..... http:// www.halverson CONTROL 2. Have a process to reduce and J P J P J P J P J P J P J P J P LISTEN. -law.com/ E E E E E E E E I I I I I I I I mediate conflict. S S S S N N N N S S S S N N N N 1-5.htm#start T T F F T T F F T T F F T T F F J P J P J P J P J P J P J P J P Small talk isn’t so Be competent with your Establish trust with predictability. emotions. “When I needed lunch, I small . would buy it ( and be seen doing so ) in one of the NIH cafeterias .” Harold Varmus in The Art and Politics of Science .

Some ways to deal with conflict: • “Always” Have a process. “Never” • Avoid it. • “You ….. “ • Be accommodating. • Bring in older • Take a position. issues. • Consider interests , • Bring up not issues. character flaws. Videos at http://grad.msu.edu/ conflictresolution/vignette.aspx Gather skills and advice .  Observe successful groups and P .I.s.  Learn to read and write grants. Study authorship. Talk about data and research  Read. Talk. Listen. Try new things. WRITE. http://ori.hhs.gov/thelab and science.  . Know Make a habit of self Work on your day to day evaluation. management to achieve yourself: MsgFiler long term goals. • Of the results I obtained last month, which OmniFocus for Mac were the most important? • DId I deviate from last month’s planning? If Strengths, so, why? weaknesses, • What are my most important goals for the values, upcoming month? 5 year plan. • What are the likely problems, and how do I Use tools wisely . overcome them? o w n research. You’ll have to do your • http:// myidp.science careers.org Policy Fellowships For Scientists & Engineers http://blogs.discovermagazine.com/intersection/2010/08/23/ updated-policy-fellowships-for-scientists-engineers/ #.URAeq6X3Uhw