career basics · introduction today’s scientists have many intriguing opportunities for career...
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Career BasicsAdvice and Resources for Scientistsfrom Science Careers
Career BasicsAdvice and Resources for Scientistsfrom Science Careers
ContentsIntroduction Alan I. Leshner, CEO AAAS Chapter1. CVWRITINGANDINTERVIEWSKILLS–THEESSENTIALS! 3. CVsThatOpenIndustryDoors Dave Jensen 7. InterviewTechniques:You’veWorkedHardtoGetThisFar Jim Austin 13. FromanEmployer’sWishlisttoYourCVSara Shinton
Chapter2. FUNDINGANDGRANTWRITING 16. HowNottoKillaGrantApplicationVid Mohan-Ram 20. FundingOutsidetheBoxJim Kling
Chapter3. EXPANDINGCHOICES 24. UniversityChallenge:AdministeringResearchCarol Clugston 27. PatienttoRetraininPatentLawAnne Forde 31. LifeinBiotechJim Kling 33. MakingtheLeap:When,How,andWhyaCareerinDrug DiscoveryMayBeRightforYouMatthew Bell
Chapter4. NETWORKING 37. GuerrillaMarketingYourselfDave Jensen 41. HowtoGetaGoodConnectionDavid Bomzer
Chapter5. FEMALEANDMINORITYEXPERIENCESINSCIENCE45. WomenandMinorities:NegotiatingSalariesLee Kass and Kathleen Gale 48. TopFiveChallengesforPregnantScientistsLynn Dicks 53. BridgingtheCulturalDivideinMedicineEdna Francisco
Chapter6. LEADERSHIPANDMANAGEMENTINTHELAB 56. LeadershipontheMountain:LessonsfortheLabKathy Barker 61. ProjectManagementforScientistsStanley E. Portny and Jim Austin
65. LabSafetyRequiresTrainingandCommitment John K. Borchardt
Chapter7. SCIENTIFICWRITINGANDPUBLISHING 70. PublishingattheTopoftheHeapJeremy M. Boss and Susan H. Eckert 75. ICan’tBelieveTheyDidn’tLikeIt!Jeremy M. Boss and Susan H. Eckert
Introduction
Today’sscientistshavemanyintriguingopportunitiesforcareerpaths,andthepurposeofthisbookistoofferadviceandguidancethatcanaddvitalskillstoyourformal
education,whereveryourjourneyleads.Anyjobsearchcareertrack,whetherinacademia,industry,
government,ornonprofitorganizations,alwaysbeginswiththebasics.ThearticlesinthisbookcoverCVwritingthatopensdoorsandinterviewingtechniquesthatresultinoffers;howtowritegrantproposalsandfindfundingsources;connectingthroughnetworking;specificstrategiesforunderrepresentedminoritiesandwomen;movinguptolabmanagement;navigatingthepublishingmaze;andothervaluableinformation.
Science,oneofthemostprestigiousandhighlycitedscientificjournalsintheworld,andAAAS,theworld’slargestmultidisciplinarysocietyforscience-relatedprofessionals,arededicatedtohelpingguidequalifiedscientiststomeaningfulcareersatallstages. Sciencepublishesspecialinternationalcareersfeaturesdetailingnewopportunitiesinvariouscountriesandregions.TheAAASCenterforCareersinScience&Technology(www.aaas.org/careercenter),acollaborationofourdepartmentsandaffiliatedorganizations,offersawiderangeofcareerdevelopmentoptions,includingfellowshipsandinternships,aswellaslinkstoourprogramsandpartners.
ThearticlesthroughoutthebookhavebeencarefullyselectedfromAAAS’sScienceCareers.org(incorporatingNextWave–theeditorialvoiceofScienceCareers.org),themostcomprehensiveinternationalresourceforjobpostings,careerdevelopmenttools,andlinkstotheMinorityScientistsNetwork,GrantsNetandotherScienceresources.ThefreelyaccessiblesitealsooffersinformationaboutcareeroutreachforumsandcoursesheldinlocationsacrosstheUnitedStatesandEurope.
TrainingandretainingasuperbS&TworkforceisatoppriorityforAAAS.Weworktoadvancesciencebyadvancingthecareersofscientistswhoserveglobalsociety.Wehopeyoufindthisbooktobeavaluableresource.
AlanI.Leshner CEO,AAASExecutivePublisher,Science
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1. Visit our website and register as a user. Registration is free and allows you to apply for jobs in our system and enables you to receive our monthly newsletter that high- lights jobs and career advice.
2. Once registered, sign up to receive customized job alert e-mails. These auto- mated e-mails will keep you up-to-date on the job market whether you’re actively looking or just want to stay informed.
3. Post your resume/CV in our database. Help employers fi nd you as they need to search for scientists with unique skills.
4. Join our Career Forum and get advice from career experts in industry, academia, and government. Start a dialogue with career advisers and peers to help you answer the diffi cult questions.
5. Search the Career Development content for advice you need. Whether it’s help with inter- viewing skills, negotiating salaries, or fi nding alternative career options to bench research, we cover hundreds of topics.
It’s all here for the taking. Let us help you take your next career step today.
Your Career Is Our CauseHere’s how ScienceCareers.org can help.
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CVsTHATOPENINDUSTRYDOORSbyDaveJensen
Asaprofessionalrecruiter,Ilookatover�00resumesaweek.AndalthoughI’mnotanxioustospendmynightsandweekendswritingaboutthemaswell—myToolingUpcolumnstendtofocusmore
oncareersearchstrategiesthanontheminutiaeofthejobhunt—itisareallygoodideatorevisitthisparticulartopicregularly.ManypeoplehavefoundthatastyleandcontentreviewofaCVisagoodthing.Itcanhelptightenandfocusthedocumentinwaysthatmaymakeitabetterfitforthechosenmarket.
ResumeandCVwritingisahugesubject,andthousandsofbookshavebeenwrittenaboutit.Mygoalinthiscolumnistogiveyouabriefrefresheronsomeofthemostcommonconcernsthatyoumayhavere-gardingthepreparationofyourownpersonal“marketingmaterials.”Andpleasedon’tbeputoffbythatdescription.Despitethelowregardyoumay
1. CVWritingandInterview Skills—TheEssentials!
1. Visit our website and register as a user. Registration is free and allows you to apply for jobs in our system and enables you to receive our monthly newsletter that high- lights jobs and career advice.
2. Once registered, sign up to receive customized job alert e-mails. These auto- mated e-mails will keep you up-to-date on the job market whether you’re actively looking or just want to stay informed.
3. Post your resume/CV in our database. Help employers fi nd you as they need to search for scientists with unique skills.
4. Join our Career Forum and get advice from career experts in industry, academia, and government. Start a dialogue with career advisers and peers to help you answer the diffi cult questions.
5. Search the Career Development content for advice you need. Whether it’s help with inter- viewing skills, negotiating salaries, or fi nding alternative career options to bench research, we cover hundreds of topics.
It’s all here for the taking. Let us help you take your next career step today.
Your Career Is Our CauseHere’s how ScienceCareers.org can help.
Phot
os ©
2007
Jupi
terIm
ages
Cor
pora
tion
� www.sciencecareers.org www.sciencecareers.org
haveforsalesandmarketing,itisexactlythisjobthataresumeorCVneedstodowhenitarrivesatitsdestination.Itscontentwillei-therappealoritwon’t.Yourjobistotaketheexcellentworkyou’vedoneandfeatureitinawaythatopensthedoorsyouwantopened.I’mnotsuggestingstyleovercontent;webothknowthatyourabili-tiesasascientistwillbeverycarefullyscreenedwhenyourletterarrivesatacompany.Butgiventhatalotof“goodscience”doesshowupatthedoorsofindustryfirmsnowadays,don’tyouthinkthatyououghttoimprovethewaythatYOUR scienceispresented?
ResumeRealEstateLittledetailslikethelengthofaCVcancausesomegradstudentsandpostdocssleeplessnights.FortheCEOandtheundergradwithnoexperience,theold“onepageatmost”rulecertainlyapplies.Buteveryoneinbetweenshouldfocusonmakingthedocumentasreadableaspossibleandnotworryaboutthelength.
AftermanyyearsofreviewingCVsandresumes,Ican
tellyouthatproblemsdon’toccurwhenthewriterwent
overorunderacertainnumberofpages.
Itiswhenthewritercan’tkeepthingsconciseandtothepoint,orwhentheyfailtoputtheimportantstuff“upfront”thattheyloseoutonreaderinterest.(TheHRexecutivesattheDirectorandVPlevelIconsultedwhenwritingthisarticlealltoldmethatanyim-portantinformationshouldbeonthefrontpagebecausetheyonlyhavetimetoreadthefirstpagebeforemovinginto“scan”mode.)
DeletetheFollowingfromYourResume.Writingsuccinctlyisanart,andnowheredoesitmakemoreofanimpactthanonacoverletterandresume.Herearesomeareasthatoftenneedtobeexor-cised:
Hobbies and Interests sections: Iwouldsuggestremovingthisareafromaresumealtogether,althoughmanypeoplewoulddisa-greewithme.Theybelievethatthereissomevaluetoshowingasideofyououtsideofwork.Perhapsitistheworkaholicinme,butIdon’treallycareifyouenjoyhikingandtravel.WhatIamlookingforwhenIscanaresumeishowwellqualifiedyouareforaspecificjob.Doesitreallymatterthatyouenjoybowling,biking,orbrewingbeer?
Academic CV relics:Youshouldalsogetridofallthoseoddi-tiesfromtheold-styleacademicCV.Imean,whoreallyneedstoknowthenamesofyourspouseandchildren,theirbirthdates,andyoursocialsecuritynumber?Thesethingshavejustgottogoifyouareapplyingforjobsinindustry.
Keyword lists: SomeCVscomeintoourofficewithaspecialsectiononthedocumentgearedtothemoderndatabasesearch.Althoughitistruethatcompaniesdoemploysoftwarethatsearch-
Despite
thelow
regardyou
mayhave
forsalesand
marketing,
itisexactly
thisjobthat
aresumeor
CVneedsto
dowhenit
arrivesatits
destination.
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esthroughyourdocuments,Ithinkthatit’sbettertoincorporatethose“keywords”intothetextofthedocumentinamorenaturalfashion.Butifyouwanttouseabriefkeywordlist,trytitlingit“SkillsandTechniques”andmakeitaseparatesectionofthedocument.
So,don’tshootforacertainpagelength—butdo(please!)keepitsuccinct.Onceyou’vefinishedyourfinalrewrite,gobackandtakeanotherlooktoseeifyoucantightenitupjustalittlebitmore.Youdon’tneedtodropwholesentencesorsectionsjustforthesakeofbrevity.Butyoushouldreadeachsentenceorbulleteditemtomakecertainthatitisim-portantandthatitsupportstheentireapplication.Thebottomlineisthateverythingyouincludeinaresumeshouldreinforcetheobjectiveyou’vesetforyourselforshouldsupportyourapplicationforaparticularposition.TheStyleandFormatofYourMarketingMaterialsAnybookaboutresumepreparationcantellyouaboutthedifferentstylesandinwhatsituationtheymightbeused.Peoplewhoreadalotofresumesdon’treactinthewaythatyou’dhopewhentheycomeacrossaCVprintedonmauvepaper—orwhenthedatesandpositionsarehiddenbehindacoupleofpagesof“skillareas.”Instead,they’llloseinterest.LookcloselyattheCV’sthatothersofyourlevelandexperiencearecirculating.Makecertainthatyouhavesomethingthatstandsoutbecauseitispower-fullywritten—andnotbecauseofyourchoiceoffont.
CVvs.resume.Regardlessofyourtechnicalstrengthsandhowmanypublicationsyouhave,yourmaterialshouldalwaysreflectyourabilitytoaccomplishgoals.Certainly,hiringmanagerswillneedtoknowaboutyourtechnicalproficiencies,buttheyareevenmoreinterestedinreadingaboutyouraccomplishmentsonthejob.ThetraditionalacademicCVwon’tcutthemustardinthisregard.Butneitherwilltheone-pageresume.
Itistheintermediatedocumentthatwillbestsuityourneedsinthelongrun.AmodifiedCVthatlistsexperienceandaccomplishmentsbe-neatheachhistoricallyarrangedjobtitle.Thismaterialshouldthenbecombinedwiththeusualcredentialsandpublications—generallywiththeeducationlistedatthetopofthefirstpageandthepublicationstrailingattheendofthedocument.I’llbereferringtothistypeofdocumentfromnowonasthe“CV.”
Accomplishments.WhenyoulisteachofyouraccomplishmentsinaCV,youneedtodososuccinctly,whichmeansyou’llhavetofocusonjusttherightinformation.Trythis:usetheacronymCAR(forChallenge-Approach-Results)tohelpclarifyyourthinking.Considertheproblemsyouhavefaced(theChallenges),youruniquecontribution(theApproach),andthebenefitsthatyouhaveimparted(theResults).
Butasageneral—andperhapscounterintuitive—rule
ofthumb,itisbetternottobecreativeanduniquewith
yourpersonalmarketingmaterialswhenyouareapplying
forpositionsinindustry,whereprospectiveemployers
actuallyprefersomeuniformity.
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ProperContactInformation.YourCVmusthavepropercontactinformationatthetopofpageone.Alabphonenumberisfine,butmanyHRdepartmentswillnotmaketelephonecontactwithacandidateataworknumber.Somakecertainthatyourhomein-formationispresent,andane-mailaddressaswell.Morethanhalfoftoday’sjob-relatedcorrespondencefromcompaniesarrivesviae-mail.
CVDistributionHowwillyoudistributeyourmarketingmaterials?Hardcopy?Fax?Ore-mail?What’sbestwillbedeterminedbythecompanyyouarewritingto,andisusuallymentionedintheirad.
HardCopies.IwishthatIcouldshowyouwhatmostrecruitingandHRofficeslooklikeasaresultoftheirneglectofhard-copyCVs.Becausewehavebecomespoiledbye-mail,traditionalresumesnowsitinlargestackswaitingforsomeonetotakethetimetoscanand/orfilethemaway.HardcopiesareOKwhentheyaresentouttoaspecifichiringmanagerwhodoesn’thavetodealwiththedel-ugeofthedailymail.Eventhen,however,hiringmanagers,whoarejustasbusyastherestofus,willtendtotreatthosehardcopyCVswithlessurgencythanelectronicversionsthatcanbeprocessedwithacoupleofmouseclicks.
IfyoumustsendahardcopyofyourCV,thenbesuretomakeitscannerfriendly:useonlywhiteorbeigepaperandplainfonts(whichscanbest),andavoidfonttreatmentslikeunderlininganditalicizing.Onceagain,letmeremindyouthatthisisthewrongplacetobecreative—uniqueresumesdon’tscanwell.
E-mailCopies.Whatgreatimpact!InstantlyyourcontacthasthatCVsittinginfrontofher,readytoread.Andalthoughtherearestillsomeproblemswithcertainfiletranslationsandcomputers,Ibelievethatthegreatmajorityofe-maileddocumentsreachtheirdestinationsinreadablecondition.About1�%ofthetimeIhavetofiddlewiththedocumenttofixaformattingirregularityorsomeweirdfontsubstitution.ButI’mwillingtodothis,becausethealternative(hardcopies)requiresmetogetupoffmychairandstartsearchingthroughfilecabinets.Whengivenachoicebetweenhavingyourresumesittinginthefilecabinetsorinthecompany’sdatabasewhereitcanbescannedforkeywords,you’lldefinitelywantthelatter.
WordorRTFdocuments,e-mailedwithoutcompression(noZIPfiles,please!),seemtobebecomingthedefactostandard.Inad-dition,manypeopleclipandpastethetextoftheCVintothebodyofthee-mailmessage“justincase.”WhileIdon’tlikeplaintext,itisbetterthanavintage198�Wordstardocumentthatnoonecanopen.AnditisbetterthanPDFdocuments.Ofalltheelectronicdocumentsthatgete-mailed,PDFslookthebest—youcanpre-servealltheformattingandfontselectionsandmakeyourmaterialprintoutbeautifully.ButtheunfortunatethingaboutPDFfilesis
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thattheycannotbestoredinacorporatedatabaseandcannotbekeywordsearched.Therefore,ifyousendaPDFfile,makesureyouencloseeitherpastedASCIItextoraWordversionaswell.Atleastthekeywordscanbeenteredintothedatabase,andsearcheswillbeabletopickupyournameforaphonecall.
FaxCopies.Usethefaxmachineonlywhenspecificallyrequestedbyahiringmanageroradvertisement.Faxmachinesproducecopiesthatmostoftencannotbescanned,andtheyarelosingthevaluethattheyoncehadforurgency.Faxesatourofficeoftensitwiththeday’smailwhich,asImen-tionedabove,losesoutinprioritytoelectroniccorrespondence.
InClosingThebiggestmistakethatpeoplemakewheninthethroesofajobsearchistobelievethattheirresumeorCVisthebeginningandendoftheproc-ess.Thatisn’tthecase.Theresumeissimplyadooropener,muchlikeanenlargedbusinesscard.There’snowaythatthisdocumentwillactuallylandyouajob.Therefore,don’tfixateontheCVasthesourceofyourjob-searchdifficulties(orconsideritthemagicbulletthatwillsolvethem).Itiscertainlytruethatapoorlywrittendocumentwillholdyoubackinthejobmarket.ButIwouldfarratherproffertooneofmyclientsacandidatewithamarginalresumeandtheabilitytosellherselfthansomeonewhohascraftedaworkofartbutwhocan’tcommunicatethosestrengthsinperson.
ThisarticlefirstappearedonScienceCareers.org(NextWave)at:http://sciencecareers.sciencemag.org/career_development/previous_issues/articles/0490/cvs_that_open_industry_doors/
INTERVIEWTECHNIQUES:You’veWorkedHardtoGetThisFarby Jim Austin
Onlyone-thirdofthepostdocswhorespondedtorecentqueriesonPostdocNetand
elsewherehadreceivedanyinterviewcoachingfrommentorsandadvisers.“Nobodycoachedme,”wroteoneyoungscientistviae-mail.“Ithinkpeopledon’tliketotalkaboutthat.”Saidanotheryoungscientist,“Ireceivednocoachingfrommymentors,oreventipsforthatmatter.”Thereweresomeglowingexceptions,butingen-eraltheartofmentoringseemstohavefallenonhardtimes.
Thisisbadnews,right?Notnecessarily.Yesterday’sworldofsciencewaslessdiversethantoday’sscience,andmorepersonal.Althoughithelpedtobeareallygoodscientist,inthegoodolddaysitalsohelpedtobewhite,male,andbuddieswithsomeonefamous.Thepeoplewiththebestmentoringwere,veryoften,thepeoplewhoneededittheleast.
Don’tblowyourjobinterview!
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Incontrasttoexcellentmentoring,whichisoftenunavailabletoallbutthewell-connected,theCareerDevelopmentCenterforPostdocsandJuniorFaculty(theCDC)isavailabletoanyonewithanInternetconnection,fromAmhersttoYeshivaU.Wecan’tgetyouajobinterview,butwecanhelpyouperformwellonceyou’veearnedone.OneofthekeygoalsoftheCDCistoleveltheplayingfieldbydisseminatingaswidelyaspossibleinformationthatoncewasavailableonlytotheprivileged.Itisinthatspiritthatweintro-duce(drumroll,please)theCareerDevelopmentCenterGuidetoFacultyInterviews.
Whatshouldyouexpect?Whilethepatternofcampus-basedin-terviewsvarieswidelyfromcampustocampus,thebasicstructureconsistsofinterviewswithfaculty,postdocs,students,staff,andacademicandhumanresourceadministrators,aswellasgivingoneortwotalks.Givenallthesecomponents,most(butnotall)cam-pus-basedinterviewsnowlastthebetterpartoftwodays.
Atsomeinstitutionstheteachingtalkwillbewitharealclassduringwhichyoumaybeaskedtofillinfortheregularprofessor.Ifthisisthecase,besuretoaskforsufficientbackgroundinforma-tionaboutthecoursesothatyoucanpreparewell.Elsewheretheteachingtalkwillbeamockteachinglecture,inwhichyoumaybeaskedtopreparecertainmaterial,ormaybeallowedtomakethatchoiceyourself.
Atstillotherinstitutionsbothtalkswillberesearchtalks,thesecondoftena“chalktalk,”lessformalandmoreinteractivethantheresearchtalkwith“moreopportunitytoexploreideas,directionofwork,andsomeperspectiveofthefield,”asoneseniorfacultymemberputit.
Doyourbesttoremembereveryone’sname,butifyoucan’t,don’tworryaboutittoomuch.
Don’tExpecttoEatMuch.You’llprobablyhavelunchwithstudentsanddinnerwithfaculty.Althoughmorerelaxedthantherestoftheinterview,thesearenotsocialevents.Staysharp.
Duringmealsyou’llbetalkingtoomuchtochewyourfood,andifyou’rethenervoustypeyouwon’tbehungryanyway.Sobringalongacoupleofproteinbars,abagoftrailmix,orsomeothersnack,sothatyoucansqueezeinafewcaloriesduringthosetoo-infrequent�-minutebreaks.Finally—andthisisveryimpor-tant—makesureyouhaveaccesstoplentyoffresh,clean,coolwater.
KeepTalksGeneralandShort.Thebiggestproblemwithmostresearchtalks?Itwasunanimous:“Muchtootechnical,”saidonefacultymember/administrator.“Thisisnotatalktothe10peopleintheworldwhoactuallycareaboutmini-details.Rememberthatwewillbejudginghowyoumightteachstudentsbyhowwellyouteachus.Itisnotclevertopitchthetalkabovetheheadsofthefaculty.”
“Remember
thatwe
willbe
judging
howyou
might
teachstu-
dentsby
howwell
youteach
us.”
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“[Candidates]usuallydonothavethebigpicture,”wroteanotherrespondent,“andpresenttalkswhichdonotplacetheworkinthecontextofthefield.”Anotherwrote,“Themostimportantflawsarethecandidates’inabilitytopresentinformationorrespondtoquestionsrelevanttoabroadaudience.”Stillanother:“Makethetalkfocused,punchy,clear.”
Youraudienceisseekingevidencethatyoucanseethebigpicture.Whiletheyarelikelytobesmartandwelltrained,fewaudiencememberswillbespecialistsinyourfield.
Keeptalksshortbecauseyouwanttoleaveplentyoftimeforinterac-tionattheend.Anddon’tabandondetailcompletely.Youdon’twanttotalkaboutthedetails,butyoudoneedtodemonstratethatyou’reawareofthem.
ButBePreparedtoAnswerSpecificQuestions,andLetPeopleKnowYou’rePrepared.Don’tuseyourtalkstoanswercomplicatedquestionsthatnobodyhasasked;you’llonlyconfusetheaudience.Layoutyourresearchplananditssignificanceinageneralway,andleavetimefordiscussion.Endyourtalkwithabriefdiscussionofspecificpreliminaryplans,justtoletpeopleknowthatyou’vethoughtaboutit,andinvitethemtosqueezemoreinformationfromyouduringQ&A.Yourdetailedexplanationswillbefarmorecomprehensible—andfarmoreappealing—whentheycomeinresponsetoaparticularquestionfromanobviouslybrilliantprofessor.
WhatKindofQuestionsShouldYouPreparetoAnswer?Youshouldbepreparedtopresentadetailed,step-by-stepplanforattackingyourre-searchproblem,andyoushouldanticipateandbeabletoansweranytech-nicalandscientificobjectionsyourinterrogatorsmightraise.
Youshouldbepreparedtopresentanalternativeapproachincasetheprimaryoneshouldfail,tosatisfythoseaudiencememberswhoarecertainthatyourfirstplanwon’twork.Eveniftheskepticisskepticalofthesecondplan,too,you’llbeshowingthemthatyouaren’taone-trickpony.
Youshouldbereadytopresentafundingstrategy.Towhomwillyouapplyforresearchgrants,andwhen?Whatevidencecanyoupresentthatyourworkisfundable?Thatyou,personally,arefundable?Haveyouwrit-tengrantapplications?Didtheydowell?
ModestyIstheBestPolicy.Althoughhavingresearchfundingalreadyinhandisagreatadvan-tage,ifyouplayitwrongitcanworkagainstyou.“Sometimes,thecandi-dateswithbigextramuralfundingseemtothinkthatfundingaloneissufficienttocarrythem.Itisn’t.Ironically,thesesamecandidateswanttoknowhowmanymoredollarsinstart-upwillbeinvestedintheirprograms.Theycancomeoffasuninter-estedor,worse,selfishandarrogant.Itisinterestingtonotethatthesearetypicallyexperiencedscientistsinnontenure-trackresearchslots,anditiseasytounderstandwhytheyhavenotlandedmorepermanentpositions.”
Keepyourclaimsmodest,becauseunderstate-
mentcomesoverwell,andevennonspecialists
cansmellexaggeration.
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ThinkHardaboutWhatYouNeedtoSucceed.Andmakesuretheyhaveit.Asktoseecriticalcorefacilities.
DoSomeThinkingaboutManagementIssues.FourteenpercentofPh.D.graduatesintendtodoworkthatinvolvesmanagement,butnearly�0%findthattheirjobsrequiremanagementskills.Manage-mentispartofthejobandwouldbeinthejobdescriptioniftherewasone.You’llspendfarmoretimethanyouanticipatefillingoutformsanddealingwithcomplianceandpersonnelissues.Sogivemanagementsomethought.Idon’tmeanthatyoushouldreadDruckeroranyofthosebusiness-managementtomes(althoughitprobablywouldn’thurt).Sticktothenutsandbolts:KathyBarker’sAt the Helmcoversthemostimportantmanagementissues.
Givesomethoughttorecruiting.Howdoyouintendtogetgoodstudents?Howwillyouattractpostdocs?Howmanyofeachdoyouintendtohaveinyourlabinthefirstyears?Wouldyoupreferalabweightedtowardolderpersonnel(postdocsandseniortechnicians)oryoungerpersonnel(graduateandundergraduatestudents)?(Here’sahint:Unlessyou’reolderorhaveaforcefulper-sonality,it’sbesttostartoutwithayounglab;youwanttobetheonetodeterminethelab’sdirection.)Anotherimportantquestion:Howmuchtimedoyouintendtospendinthelab?Most(butnotall)arelikelytoagreethatthemoretimeyouspendinthelabdur-ingyourfirstyears,thebetter.
Taketimetomapoutyouranswerstothesequestions.Yourinterrogatorswillwanttoknowthatnotonlyhaveyouthoughtthroughtheseissuesbutalsoyouhaveasoundapproachthatwillminimizetheirneedtocoveryourlackofmanagementexperience.
MakeItPersonal.Scientistsarehuman,andthebestscientistsareoftendrivenbypersonal,evenidiosyncratic,passions.Don’thideyours.Thecommitteewillnotbehiringyourpublicationsoryourresearchaccomplishments;theywill—hopefully—behiringyou.Sowhilenarcissismistobeavoided,itisentirelyappropriatetodisplayapersonalconnection,apassionforthework.Keepitonalowboil(noWhen Harry Met Sallyperformancesatthelectern)butdon’tkeepyourloveofyourworkasecret.Yourfutureemployerswanttoknowwhatdrivesyou.Showthem.
DoYourHomework.Itsoundscynical,butit’safact:Thebestwaytoimpresssomeoneduringaone-on-oneinterviewistoshowinterestintheirwork.Thisisperhapsthemostimportantfactorinsucceedingintheendlessseriesoffacultyinterviews.Asuresignofagoodinterviewisthattheinterviewerdoesmostofthetalk-ing—andobviouslyenjoysherself.Youmightbeabletogetawaywithsmiling,nodding,andexclaiming(“howfascinating!”),butitwouldbemuchbetterifyoucouldinserttheoccasionalinsightfulcomment.“Theyshouldaskforalistofeveryonetheywillmeet,”wroteoneexperiencedscholar.“ThencruisetheWebsiteofthedepartment,evenreadthelatestpapers—oratleastabstracts—of
Thebestway
toimpress
someone
duringa
one-on-one
interview
istoshow
interestin
theirwork.
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peopletheywillmeet.”Yourinterrogatorsareseekinganewcolleague,apotentialcollabora-
tor.“Wevalueourcandidates’interactionswithus,”wroteoneseniorfac-ultymember,“andtheirpotentialformakingusmorethanthesumofourparts.”Anddon’tstopatthedepartment:“Theymusttellusiftheyhavecolleagueselsewhereoncampuswithwhomtheyhopetocollaborate—orwewon’tknowuntilitistoolate.”
Don’tConfess.Sonowwemoveontothemoregenericinterviewingtips.OneyoungwomanIknowfeltsooutofherdepthatajobinterviewthatshewasmovedtoconfession.Shehadappliedonawhimandexpectedherapplicationtobeculledintheearlystages.Afteraself-effacingresearchtalk,shefoundherselfspeakingtothedepartment’sonlyfemale(ayoung,personablewoman),andconfessedthatshefeltlikeafraud.
Fortherecord:Shegotthejobanyway,butthatsaysmoreaboutthepeculiarchemistryofhiringcommittees(theyoungwomanvotedagainsther,butthedepartment’sothermembers—allseniormen—wereoblivious)thanitdoesaboutthewisdomofthatparticularmove.
EveryoneMatters.Treateveryonewithrespect,includingadministrativeas-sistants,technicians,andundergraduatestudents,plumbers.First,becausetheydeserveyourrespect,andsecond,becauseoneormoreofthoselow-levelfunctionariesmightholdthekeytoyourfuture.
Whengivingyourtalk,lookallaroundtheroom.Walktothebackoftheroomfromtimetotimeandaddresssomeremarkstotheslouchingstu-dents.Theiropinionsmatter.
BeConfident.’Nuffsaid.
ButNotTooAssertive.Somepeoplecangetawaywithcockinessandoth-erscan’t.Sadly,thistendstobreakdownbygender.Especiallyifyouareawoman,youneedtostrikeacarefulbalance.Workhardtoappearconfidentandcompetent,butavoidbeingperceivedasaggressiveoroverbearing.Some(especiallyolder,accomplished)mendon’tdealwellwithcompeti-tive—evenconfident—women.It’sasadfact,butit’safact.
Still,ifyouarenaturallyassertiveandfeeltheneedtochoosebetweenbeingcautiousandbeingyou,that’saveryeasychoice:Beyourselfanddealwiththeconsequences.
BeRedundant.Tryingtodecidebetweenoverheadtransparencies,slides,andaprojectedPowerPointpresentation?Bringallthree.Thatwayiftheycan’tfigureouthowtoworkthefancyprojector,orifsomeoneputalltheslidesinbackwards,you’recovered.Noneedtotakeanychances.
Anothersortofredundancyisalsoadvantageous:Askthesameques-tionsofavarietyofpeopleatdifferentlevels.Triangulateresponsesandtestperspectives.Afterall,thisisatwo-wayaudition.
Don’tGetYourBackUpoverPersonalQuestions.Okay,somanyquestionsaboutyourpersonallifeareillegal,technically.Someinterviewersdon’tknowthat.Mostmeanwell,eveniftheirlackofsocialgraceandcultural
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awarenessissometimesappalling.Anyway,whenyouthinkaboutittheprohibitionisalittle
strange.Sure,it’swellintended,andithassomepositiveeffects,butthedivisionbetweenprofessionalandpersonalisalittlear-tificial.You’reallgoingtobeworkingtogether,soit’snaturalforthemtowanttogettoknowwhatkindofpersonyouare.Youwill,ofcourse,havetomakeyourowndecisionsabouthowtodealwiththese,butIrecommendthatyougoeasy.Ifaninterviewerasksyouifyou’remarried,assumethebest,nottheworst.Answerhonestlywithasmile,andwithconviction:youdon’twanttoappeartobeapologizingforsomething—orsomeone—youcaredeeplyabout.
Therearelimitsofcourse.Anythingsexualisofflimits.Ifaninterviewertriestoseduceyouorstartstellingdemeaningsexualorracistjokes,don’tletthedoorhityouintherear.Useyourownjudgment,butqueriesaboutfuturereproductiveplansareclearlyinappropriateanddeserveasimilarresponse.Still,bepolite.
DressAppropriately,TakeaShower,andBrushYourTeeth.“Scruffy,unkempthair,dirtynails,”wroteoneprofinbiomedicalscienceatalargestateschool.“Inappropriatedress—e.g.,ahighslitskirtonawoman,oraholeyT-shirtonamale.Academicsaretolerantbutthereisalimittowhatwillbeseenasdisrespect.”
BePolite—MakeEyeContact—UseaFirmHandshake(ButDon’tBreakAnyHands)—AndSellYourself,withIntegrity.Thegoalofaninterviewistomakeagoodmatch.Forthattohappen,youhavetogiveanhonestaccountofyourself.Salespeoplehavealousyreputation.Happily(sinceyouarenowinthatlineofwork)salescanbeanhonorableprofession;thetrickistosellwell-made,use-fulproducts,topresenttheirvirtueshonestly,andtostandbehindthem.Inthiscaseyouaretheproduct,soyoucanfeelgoodaboutsellingit.
Thesalesanalogyworksanotherway,too.Thewisermembersofthehiringcommitteerealizethatthisisn’tthelastsalesjobyou’llbedoing.Justasyournewjobwillinvolvemoremanagementthanyouanticipate,itwillalsoinvolvemoresales.Evenasthecommit-teeisevaluatingtheproduct,they’realsoevaluatingyourskillinsellingit.
ThisarticlefirstappearedonScienceCareers.org(NextWave)at:http://sciencecareers.sciencemag.org/career_development/previous_issues/articles/20�0/you_ve_worked_hard_to_get_this_far
www.sciencecareers.org 1�www.sciencecareers.org
FROMANEMPLOYER’SWISHLISTTOYOURCVbySaraShinton
DearCareerDoctor,IwouldlikesomeadviceonCVwriting,specificallyforpeoplewho,likeme,areplanningtogointothebiomedicalindustry.Rajeev
DearRajeev,InthiscolumnI’llgiveyoumystrategyforpreparingaCVandpointyoutowardsusefulresources,butfirstofallletmeassumethatyouareplan-ningtostartyourcareerwithintheU.K.jobmarket.CVstylesvaryacrosstheworld,andifyouareinterestedinapplyingforjobsintheU.S.,forexample,youwillfindalotofadviceontheAmericanversionofCVwritingelsewhereontheNextWavesite.
Thefirstthingyouwillneedisablankpage—don’tbetemptedtoupdateanexistingCV.However,youshouldavoidthetemptationtostartfillingthatpagewithdetailsofdegrees,previousjobs,orinterests.Suc-cessfulCVsneedtomatchtheemployers’needsascloselyaspossible,soyourfirsttaskwillbetoidentifythoseneeds.
Iamgoingtousearecentadvertfromalargepharmaceuticalcom-panytoillustratewhatImean,butbearinmindthatnotallrecruitersmakelifethiseasy,soyoumayneedtotrawlthroughtheemployers’Website,callthemup,ortalktopeopleinsimilarjobs.YoumayalsocheckoutthelistofskillsspecifictodifferentjobsintheReportfromRCIWorkingGroup1onTraining1(lookforAppendix1)ontheUniversitiesUKWebsite.2
Theadvertreads:“A position is available for a graduate immu-nologist to join our Drug Discovery team on the discovery of novel medicines for the treatment of cardiovascular diseases. Ideally you will have recently graduated with an upper-second class or first class honours degree in pharmacology, immunology or a related biomedical science and have an interest in learning more about the physiological processes which occur in CVS diseases and about the drug discovery process in the pharmaceutical industry. You should enjoy practical laboratory-based work and have an appreciation of the importance of both in vitro and in vivo studies in drug discov-ery. The position will involve setting up and running medium- to low-throughput in vitro assays, pharmacological profiling, and mechanism of action studies, using tissues, cells in culture, and ex-pressed recombinant human proteins. It could also include animal model efficacy and therapeutic index studies. Along with a strong background knowledge of pharmacology or immunology, you should be a good team worker with excellent communication and organisational skills and the ability to work to defined objectives and timelines.”
1� www.sciencecareers.org www.sciencecareers.org
Thesefewparagraphstellyouexactlywhatinformationyoushouldconvey,andmoreimportantly,representthechecklistagainstwhichyourapplicationwillbecompared—andeithershort-listedorrejected.
So,howdoyoutranslateanemployer’swishlistintoaCV?Onthelefthandsideofyourblankpieceofpaperwritedowntheskills,experiences,andqualitiesthejobdescriptionexplicitlyasksfor.Thenontherighthandsidewritedownevidencethatshowshowwellyoufitwiththeemployer’scriteria.Tostartwith,youmightgetsomethingthatlooksverysimilartoyouroldCV—thingssuchasanhonoursdegreeinarelevantsubjectandgeneralskillsareatthecentreofeveryCV.Butlookingmorecloselyattheem-ployer’slist,you’llrealisethatmoresubtlequalitiesalsoneedtocomeacross—knowledgeofspecifictechniques,interestinphysi-ologicalprocesses,enjoymentoflaboratory-basedwork,evidenceofsuccessfulteamwork,andstrongcommunicationskills.HerearesometipstogettheseacrossinyourCV.
Beupfrontaboutthelevelofexpertiseyouhaveinthespe-cifictechniquestheemployermentionsinthead(orelsewhere).Don’tbetemptedtooverrateyourtechnicalcapabilitiesoryouwillbeaskingfortrouble.Bydefault,listthoseskillsyouhaveactu-allydevelopedandincludeacommentaboutyourreadyabilitytoacquirenewones.Thismaybesomethingthatyourrefereescanbackupintheirstatement,somakeanotetodiscussthiswhenyouaskthemforfeedback.Alsobearinmindwhatisrealisticfortheemployertoexpectfromyouatyourlevel.Thelanguageusedinthisparticularadsuggeststomethattheydon’texpectdirectexperiencebutratheranunderstandingofthetechniques.
Toillustrateyourinterestusethechoicesyouhavemadedur-ingyourundergraduatestudiessuchasyourdegreemodulesorthetopicofyourfinal-yearproject.Somehighlytailoredcoursesdon’tofferthisflexibility—butthenifyouoptedforoneofthesecourses,thenyoumusthavebeenguidedbyaparticularinterestofyoursinthefirstplace!Ifyourchoicesdon’tmatchthespecif-icsrequiredbytheemployer,thenyoucanalwaysrefertotheminyourcoveringletterandemphasiseyourabilitytofollowyourdrive.
Enjoymentmayseemratherdifficulttoconveybutenthu-siasmforthejobshouldshinethroughonyourCV.Havingsaidthat,ifasmilingfaceisamustataninterview,untilthedaydawnswhen“txtng”isadoptedbyhumanresources,emoticonsarenotacceptableonaCV.SoyouneedtolivenupyourCVwithwell-chosenwordsthatarecompatiblewiththeprofilegivenbytheemployer.Don’temphasisethevalueofintellectualfreedomorthethrillofpushingthefrontiersofpureknowledgewhenindustrialresearchisallaboutproductdevelopment.IfyouarestuckforinspirationclickonafewcareerssitessuchasChemSoc�orPros-pects.�
Otherskills,thoserelatedtoteamwork,communication,andprojectmanagement,arealsoimportantandmustbegiventhe
www.sciencecareers.org 1�www.sciencecareers.org
sameconsideration.Atthegraduatelevelyourexamplesaremorelikelytobebasedonyourinvolvementwithsocietiesorworkexperience.Seemycolumnonvacationworkforlinkstositesthatcanhelpyouidentifytheskillsyoumayhavedevelopedthroughthistypeofactivity.Don’tfeelthatcasualworkdevelops“casualskills”—youmayhaveexperienceddifficultsituations,dealtwithmanagementissues,orshownrealinitiativewhilstworkinginabarordoingvoluntarywork.
Althoughmycommentsinthiscolumnarefocusedongraduates,ifyouareanapplicantwithaPh.D.orpostdoctoralexperience,theprocessisexactlythesame.Ofcourseyouwillhavemoretoproveforhigherprofilejobs,butyouwillalsohavefarmoreexperienceuponwhichtodraw.TheUKGRADWebsite�andSwanseaUniversity’sCareerDevelopmentPlanner�foracademicresearcherswillhelpyourecogniseyourskills.
Onceyouhavebeenthroughthisprocessyoushouldhavegatheredsufficientevidencethatyoupossessmostofthedesiredcharacteristics.Ifthereareseriousgapsthenyouneedtothinkcarefullyaboutwhethertoapplyforthisparticularpost.Alternatively,youmayfindthatyourachieve-mentsaremuchgreaterthanthosedemanded.Don’tfoolyourselfintobelievingthatitwillmakeyouamoreattractivecandidate;infactitisjustaslikelyyourapplicationwillberejected.Thefirststageofshort-listingisprettyruthlessandHRdepartmentsareunlikelytoredirectCVstobettersuitedjobs,soyouarebetteroffsimplycontactingtheemployertoaskaboutmoreseniorpositions.
Ifitlooksasthoughyourlistofskillsandthejobdescriptionareagoodmatch,thenyounowhaveenoughammunitiontostartwritingupyourCV...butthatisanotherstory,whichI’llcoverinPart2!Meanwhileyoucanspendsometimethinkingaboutadditionalqualitiesthattheaddoesnotexplicitlyrequirebutthatyouthinkwillgiveyouanedge.
Allthebestinyourcareer,The CareerDoctor
ThisarticlefirstappearedonScienceCareers.org(NextWave)at:http://sciencecareers.sciencemag.org/career_development/previous_issues/articles/2�10/from_an_employer_s_wish_list_to_your_cv_part_1/
1. ReportfromRCIWorkingGrouponTraining:http://www.universitiesuk.ac.uk/activities/RCIdownloads/RCItraining.pdf
2. UniversitiesUKWebsite:http://www.universitiesuk.ac.uk�. ChemSoc:http://www.chemsoc.org/careers/careerswords.htm�. Prospects:http://www.prospects.ac.uk�. UKGRADWebsite:http://www.grad.ac.uk�. CareerDevelopmentPlanner:http://www.swan.ac.uk/crs/career.htm
NOTE:Part2ofthisarticlecanbefoundat:http://sciencecareers.sciencemag.org/career_development/previous_issues/articles/2�10/from_an_employer_s_wish_list_to_your_cv_part_2
www.sciencecareers.org
HOWNOTTOKILLAGRANTAPPLICATIONbyVidMohan-Ram
Facts,Hercule,facts!Nothingmattersbutthefacts.Withoutthemthescienceofcriminalinvestigationisnothingmorethanaguessinggame.”InspectorClouseau’swordsringtrueasmuchforscientificinves-
tigationastheydoforlegalproceedings—especiallybecauseresearchgrantscanprovetobeasslipperytonaildownasthePinkPanther.
Let’sjustrecapthefactsofgrantwritingthusfar:We’veestab-lishedhowtosettheoveralltoneofyourapplication;we’vediscussedhowtodesignagoodtitle,workoutthestructureofyourabstract,andcomeupwithlogicalaimsandhypotheses;andwe’velearnedtheimportanceofcarefulediting.Butbeforewemoveontothenextstageofthegame—howbesttoputtogethermethods,results,andyourgame-winningconclusionsanddiscussions—let’sreviewthesugges-tions,advice,andfactsaboutgrantwritingthathavebeenmentionedinthisseries:
2.FundingandGrantWriting
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PartOne:MurderMostFoul1
20/20HindsightwithoutTimeTravel.Onlyaquartertoathirdofappli-cantswhosubmitapplicationstothemainfederalfundingagencies—theNationalInstitutesofHealthandtheNationalScienceFoundation—getfunded.That’ssome1�,000to2�,000grantsandrenewalsoutofthe�0,000orsoapplicationssenttothefederalagencieseveryyear!» Knowthechancesofgrant-fundingsuccess.» Beawarethatthereisagoodpossibilitythatyouwillhavetoresubmit
yourproposals.
YoungDogs,NewTricks,OldMistakes.Beawareofmistakes,errors,andoversightsthatcontinuetocropup.» Failingtosupporthypotheses.» Failingtoexplainhowdatawillbeanalyzedorhowresultswillbeinter-
preted.» Failingtocitepertinentresearchfindings.» Includingjargon.» Beingoverlytechnical.» Makingsweepinggeneralities.
ProjectTitles:TheSweetSmellofSuccess.Theprojecttitleneedstobe:» Thetotalsummaryoftheproposal.» Clever(butnotcutesy).» Informative.
PartTwo:AbstractKillers2
What’sinanAbstract?Yourgrantapplicationabstractshouldaddressthefourfollowingpoints.» Whatdoyouintendtodo?» Whyistheworkimportant?» Whathasalreadybeendone?» Howareyougoingtodothework?
Half-BakedAbstracts.Tobecomplete,yourabstractshould.» Summarizethefullproposal.» Includesomeindicationofthecostsofyourproposal.» Behypothesis-driven.» Neverassumeyourhypothesesaretrue.
DogWalkerorCocktailTalker?Besuretosetasideenoughtimeto“walkthedog”(i.e.,writetheproposal),andrememberthat“anideawithoutaplanissimplycocktailtalk.”» Sitdownandwriteeveryday.» Writeafour-pagesummaryofyourresearch.» Boildownthesummarytocreatetheabstract.» Makesurethissummaryfitswithandreflectstheentireresearchproject.
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Om1tJ@R/g0n.Everyoneinvolvedinevaluatinggrants—fromprogramofficerstoreviewerstofundingcommittees—stressesthatjargonshouldbeavoidedatallcosts.» Makethespecificaimsandultimategoalsveryclear.» Donotassumereviewersknowthatyouknowhowtoovercome
andsolveproblems.» Donotwriteforaudiencesthatareintimatelyfamiliarwithyour
fieldofresearch.
KeywordsPerhapsNotKey.Referraloffices—suchasthoseattheNIH—usemorethanjustthetitleordescriptiontomakeassign-mentsorpickreviewers.» Thereisnopointintryingtodirectassignmentsbyjudicious
wordchoices.
RateYourAbstract.Notallreviewersonapanelwillbeformallyassignedtoreadyourentireproposal:Decisions—andthere-views—canbebasedlargelyuponthissummary.Thatiswhyyourabstracthastobeperfectlyconstructedandwhyitissoimportanttocarefullyrateyourabstract.» Doesitaddressthefundingagency'scriteria?» Isitconcise?» Whatdoesitlack?
PartThree:SoWhat?3
PsychologicalTailoring.Beforedashingofftowriteafull-lengthproposal,firststepbackandaskyourselfhowyouwanttosellyourresearch.» Decidewhereandhowtopitchyourproposal.» Ensureyourapplicationmatchestheidealsoftheorganization.» Checkoutfundingagencyhomepagesforsubmissioncriteria.» Makesureyourproposalishonestandrealistic.
Uninformed,ButInfinitelyIntelligent.Theresearchplanshouldbeginwithabasicbutthoroughintroductiontothesubject.» Beexplicitandstatetheobvious.» Donotskipoverbasicinformationthatcanhelpclarifyyour
researchproject.» Beawareofhowdiverseyouraudienceis.» Educatethereviewers.» Don'tletyourreviewer'smindwanderorjump.
BitingOffMoreThanYouCanChew.Someapplicationformsaskfortheaimsofyourresearchproposalexplicitly,othersaskforitimplicitly.» Keepthenumberofaimstoaminimum:twotofouraims.Donot
beoverambitious.» Eachaimshouldconsistofonlyonesentence.
Drivehome
yourmessage
byrepeating
wordsorcon-
ceptsinthe
titlethrough-
outtheappli-
cation.
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» Thespecificaimsmustbelogicalandstandalone.» Keepaimsrelatedbutindependentofthesuccessfuloutcomesofthe
previousaim.
SoWhat?!?We’veHeardItAllBefore.Afterreadingthetitle,abstract,aims,andhypotheses,thereviewershouldhaveaprettyclearideaofwhatyouhopetoachieveandhowyouplantogoaboutdoingit.Inyourintro-ductionor“significance”section,youhavetonowdescribewhyyouwanttoaccomplishtheseaims.» Donotbesubtle—deliveryourmessagefast.» Describethesignificanceofyourresearchatthetopofyourintroduction.
Goforthejugularrightaway.» Makeacompellingcaseforyourproposedresearchproject.
PartFour:LostatSea4
“SayItAgain,Sam.”Reviewersbecomefrustratedathavingtoread,re-read,anddecipheraresearchplanbeforeunderstandingaproject.Towritewell:» Readaloudwhatyouwrite.» Avoidusing"this,""that,"anddanglingparticiples.» Useboldanditalicizedtext.» Useclearheadingsandsubheadings.» Leavespacesbetweenparagraphs.» Drivehomeyourmessagebyrepeatingwordsorconceptsinthetitle
throughouttheapplication.
Funnels,Paper,andBrainstorms.Howcanyouorganizeyourthoughts?» Buyasheetofpaper,pinituponawall,andwriteheadersonit.» Brainstormandwritedowneveryideathatcomestomind.» Connecttheideasandwordsbyarrowsanddevelopavisualflow.» Convertthepathwaysandarrowsintotypedsentences.» Workinincrements:Whenyouwrite,writeinparagraphs.
ReviewThermodynamics.Giveyourreviewersanap-plicationthatiseasyandenjoyabletoread.» Themoreenergyandtimeareviewermustdevotetofiguringoutyour
application,thelessenergyareviewerhastoactuallyreviewyourappli-cation!
PositiveandNegativeFeedback.Whateverwritingassignmentyouunder-take—editingiscrucialtopolishingthefinalwork.Forgrantapplications:» Circulateyourresearchplanamongcolleagues.» Findoutaboutprofessionaleditingservices.» Approachgrantreviewersforeditorialadvice.» Realizethateditingisonlythehalfwaymarkofgrantwriting—notthe
endstage.
Treatyourreviewersfairly.
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Don’tSweattheSmallStuff—JustDoIt!Applicantscanbolstertheirapplicationswithdatafromrelativelyeasybutpurposefulexperiments.» Ifpossible,writetheproposalonefullgrantcyclebeforethe
intendeddeadline.» Usetheextratimetoperformtheobviousexperimentsthatre-
viewerswillasktosee.» Amendthetextofyourearlierapplicationdraftwiththenew
results.» Writewithconfidence,anddon'tlistallmethodologicaldetails
suchasbufferconcentrations,unlessnecessary.» Areviewerwillreadyourapplicationonlyonce,soyoureally
needthatWow!factor.
ThisarticlefirstappearedonScienceCareers.org(NextWave)at:http://sciencecareers.sciencemag.org/career_development/previous_issues/articles/0�90/how_not_to_kill_a_grant_application_part_five_the_facts_of_the_case_thus_far
1. PartOne:http://sciencecareers.sciencemag.org/career_development/previous_issues/articles/0280/murder_most_foul_how_not_to_kill_a_grant_application
2. PartTwo:http://sciencecareers.sciencemag.org/career_development/previous_issues/articles/0280/abstract_killers_how_not_to_kill_a_grant_application_part_two
�. PartThree:http://sciencecareers.sciencemag.org/career_development/previous_issues/articles/0��0/so_what_how_not_to_kill_a_grant_application_part_three
�. PartFour:http://sciencecareers.sciencemag.org/career_development/previous_issues/articles/0��0/lost_at_sea_how_not_to_kill_a_grant_application_part_four/
FUNDINGOUTSIDETHEBOX
byJimKling
Yournewdiscoveryhasimplicationsforbreastcancertherapy.Whofundsyou,theNationalCancerInstitute(NCI)?Nope:TheU.S.Army.You’vejustdevelopedaswift-growing
treethatdrinksupmetalsinthesoilasiftheywerelemonadeinJuly,anditcouldbethenextkillerappforcleaningupSuperfundsites.WhocuttheR&Dchecks,theEnvironmentalProtectionAgency(EPA)?Uh-uh:TheU.S.AirForce.Anewairbornechemicalsensor:EPA?TheDepartmentofEnergy?HomelandSecurity?No:ItowesitsexistencetotheSmallBusinessAdministration(SBA).
Securingfundingisdifficult,time-consuming,andunpredict-able,especiallyinanelectionyear.Whoknowshownextyear’s
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president’spolicieswillimpactthebudgetsoftheNationalInstitutesofHealth(NIH),theNationalScienceFoundation(NSF),andotherstalwartsofscientificfunding?Theoutlookrightnowisn’tgood.Whenawelldriesup,it’stimetodrillanewone.Itbehoovesanyonetolookformoneywhereveritcanbefound.
Byallmeans,gototheobvioussources.Ifyou’reamedicalresearcher,hitupNIH.Ifyou’reanengineer,knockonDOE’sdoororNSF’s.Butwhenyou’veexhaustedyourprimarysources,considerthis:Potsofgoldareavailablethroughoutthefederalgovernmentandtheprivatesector,of-tenwhereyou’dleastexpecttofindthem.Forexample,theU.S.Army—throughitsCongressionallyDirectedMedicalResearchPrograms—trailsonlyNCIastheleadingfunderofbreastcancerresearchintheU.S.govern-ment.Whoknew?
FindingMoneyPlentySohowdoyougoaboutfindingthesehiddensources?Startwithnetwork-ing.Seeallthoserelatedresearcharticlespilinguponyourdesk?Checktheacknowledgmentsectiontoseewhoisfundingthoseprojects,saysJanetRasey,directorofresearchfundingservicesattheUniversityofWash-ington.
Thenit’stimetogetoutoftheoffice.Yourinstitution’sOfficeofSponsoredPrograms(OSP)isanexcellentplacetostart,saysJerryBoss,professorofmicrobiologyandimmunologyattheEmoryUni-versitySchoolofMedicineinAtlanta,Georgia,andaregularcontributortoNextWave.Theymayhavealistoffundingsourcesotherresearchersatyourinstitutionhaveused;colleagueswhoseworkresemblesyoursmightclueyouintopotentialsourcesyouhadn’tthoughtof.OSPshouldalsohavealistofprivatefoundationsthatsupportscientificresearch;ifyourresearchhasevenatenuousconnectiontoafoundation’sinterests,addthefoundationtoyourlist.
OSPsexisttohelpyousecurefunding,sousethem.Makeanap-pointmentandseewhatservicesthey’reabletooffer.“Italwaysworksoutbetterifyouaren’ttryingtodothingsallonyourown,”saysSusanEckert,associatedeanforfinanceinEmoryUniversity’sNellHodgsonWoodruffSchoolofNursingandanotherNextWavecontributor.
Askaround.TalktoyourPI,youroldadviser,yourcollaborators.Pi-geonholeresearchersatconferences.Don’taskthemstraightout;chatthemupaboutwhatthey’reworkingonthesedays—and,ohbytheway,wheredoyougetyourfunding?“Ithinkit’samazinghowmanydifferentkindsofgrantsPIshavethatwedon’tknowabout,”saysMaryroseFranko,seniorprogramofficerattheHowardHughesMedicalInstitute,sponsorofGrantsNet.1
Andwhileyou’reatit,considermakingcontactevenattheobviousfundingagencies,ifyouhaven’talready.NIH,forexample,isawildlydi-verseplace,sotrytofindafriendlyguide.NIHprogramofficersaretheretohelp,saysDennisGlanzman,chiefoftheoreticalandcomputationalneuro-scienceattheNationalInstituteforMentalHealth.“Telluswhatyou’rein-terestedinorsendaone-totwo-pagewhitepaper.Wecanusuallyfindthe
PuttheOSPtoworkforyou.
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rightpersonforyou[totalkto].SomanypeopleseemtobeafraidofNIHasablackbox,sotheydon’teventry”toinquire,hesays.
YourLabIsaSmallBusinessOfalltheoddplacesyou’velookedforfunding,IbetSBAisoneyouhadn’tthoughtof.SBAdoesnotdirectlyfundresearch,buta1982SBAmandatehasmadeavailablehundredsofmillionsofdollarsthroughparticipatinggovernmentagencies(in2001,totalgrantsexceeded$�8million).EverygovernmentagencywithanexternalR&Dbudgetofatleast$100millionisrequiredtopartici-pateintheSmallBusinessInnovationResearch(SBIR)andSmallBusinessTechnologyTransfer(STTR)programs.With11participat-ingagencies(notincludingtheNationalSecurityAgencyandtheCentralIntelligenceAgency,whichparticipateunderadifferentsetofrules),thisaddsuptoquiteabitofmoney.
Andbeforeyouobjectthatyou’renotinbusiness,keepinmindanicelittlecaveatintheSBIRmechanism:Youdonotneedtobeinbusinesstoapply.ThoughSBIRgrantsrequireyoutobeemployedbyasmallbusinessatthetimetheawardismade,withSTTRgrantsyoucankeepyourdayjob,aslongasyouarecollabo-ratingwithasmallbusiness.STTRrulesrequirethat�0%oftheresearchworkhastobedonebythebusiness.Ifyouhaveanideawithtruepotential,findingayoungtechnologycompanythat’swillingtotakesomegovernmentmoneyshouldn’tbethathard.
Here’showitworks.AparticipatingagencywithaspecificneedissuesanSBIRorSTTRsolicitationdescribingit.Ifyoufindsomethingyouthinkyoucandevelop,youapply.
PhaseItypicallynetsyoufewerthan$100,000forashort-termproof-of-conceptstudy.IfyougetinvitedtoapplyforphaseII,you’reeligiblefor$��0,000to$��0,000overatwo-yearperiod,atwhichpointyouareexpectedtodevelopthetechnologyforcommercialization.PhaseIII“isnirvana,”saysMorganAllyn,di-rectorofstrategicinitiativesforSpringboardEnterprisesinWash-ington,D.C.,whichhelpswomenentrepreneurssecureequityfi-nancing.That’sbecausethetrueboonofSBIRisthatonceyou’vedevelopedthetechnology,youarethegovernment’sexclusiveproviderforaslongasyouremainincontrolofit.ThatsensoryoudevelopfortheAirForcemightjustbeboughtbytheotherarmedforcesaswell.
Severalmillion-andbillion-dollarcompaniesowetheirstartstoSBIRgrants,accordingtoAllyn.“Itgavethemtheedge.ItputastampofapprovalthattheyknewhowtodoR&D,andyougeteasieraccesstootherfederalcontracts.Andthepiecethattrumpsitallis,themomentyouwinaphaseISBIRcontractyouareim-mediatelyeligibletobethesolesourceprovider.”
www.sciencecareers.org 2�www.sciencecareers.org
ThefirststepAllynrecommendsisheadingtoSBIRWorld,2
whichprovidesasearchabledatabaseofSBIRannouncements
bothpastandpresent.Plugginginavarietyofkeywordsrelat-
edtoyourworkmayproducesomesurprises.Evenifyouhave
nointentionofapplyingforanSBIRgrant,itmightbeauseful
exercise.AlloftheseagencieshaveexternalR&Dofatleast
$100million,sothereismoneytogoaftereventhroughmore
traditionalavenues.
Sogocrazy,thereandelsewhere.SurftheNSFWebsite,NIH’sCRISPdatabase,GrantsNet,theDOEOfficeofScience,andanyotherpotentialsponsorsyoucanthinkof.Finally,visitNextWave’sextensivelist�offederalresearch-fundingagencies.Surfusingkeywordsonlytangentiallyrelatedtoyourownsubject,andseewhatcomesup.Itmayormaynotyieldanunexpectedwindfall,butsuchexplorationsareaninterestingexercise.Evenbetter:Readingaboutothers’researchcanalwaysinspirenewideasforyourown.
ThisarticlefirstappearedonScienceCareers.org(NextWave)at:http://sciencecareers.sciencemag.org/career_development/previous_issues/articles/�1�0/funding_outside_the_box/
1. GrantsNet:http://www.grantsnet.org2. SBIRWorld:http://sbirworld.com�. NextWave’sextensivelistoffederalresearchfundingagencies:
http://sciencecareers.sciencemag.org/career_development/previous_issues/articles/1��0/the_federal_trough
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UNIVERSITYCHALLENGE:AdministeringResearchbyCarolClugston
Assomeonewhohassuccessfullymadethetransitionfromacareerinresearchtooneawayfromthebench,IamoftenaskedwhatspecificstepsItooktodevelopmychosencareerinuni-
versitymanagement.Thetruthisthatmycareerwasnotparticularlywellplanned—atleastinitially—butIhavelearnedalotofvaluablelessonsalongthewayandInowhaveacareerthatIgreatlyenjoyandthatchallengesmeeveryday.
3. Expanding Choices
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BestandWorstMixedTogetherIdevelopedakeeninterestinscienceatanearlyage—Ihavealwaysbeencurioustoknowwhythingshappenandhowthingsworkinthenaturalworldaroundus—andIeagerlybeganmyB.Sc.Honoursundergraduatedegreewithoutgivingmuchthoughttohowmycareerwoulddevelopthereafter.Throughoutmydegreetheinfectiousenthusiasmofseveralofmylecturersfortheirsubjectareasdrewmetoacareerinresearch,andIembarkedonaPh.D.inmoleculargenetics.
ThetimespentearningmyPh.D.was,asIbelieveitisformanyre-searchstudents,oneofextremes—thebestandworsttimesofyourlifemixedtogether!Weeksofstruggleduringwhichexperimentsdidnotgoasplannedwererewardedbydaysofelationwhenpositiveresultsmadealltheeffortworthwhile;manyunforeseenproblemshadtobedealtwith(equipmentbreakdowns,vitalmaterialsnotarrivingatcrucialtimes);amyriadofrelationshipshadtobemanagedwithalltheirattendantchal-lenges,fromsupervisortroublestoseekinghelpfromcolleagues,butatthesametimedevelopingfriendshipsthathavesustainedandgrownstrongerovertheyears.Thereweretheagonyandecstasyofpresentingresearchfindingsatmeetings,ofwritingandsubmittingpapersforpublica-tion,andoffinallyhavingacompletedthesistosubmit.
Ididn’trealiseatthetimethat,throughouttherollercoasterrideofmyresearchproject,Iwasdevelopingawiderangeofvaluablelifeskills,includingoralandwrittencommunication,problemsolving,strategicandanalyticalthinking,projectmanagement,timemanagement,andteamworking.Anddespitemylackofrecognitionofthem,Icontinuedtodevel-opthemovertheyearsandIstillusethemeverydayinmycurrentrole.
FollowingmyPh.D.,Iquicklyfoundemploymentasapostdoctoralre-searcher.Ispenttwoyearsinplantmolecularbiologyfollowedbysixyearsincancerresearch.AlthoughtheseweredifferentsubjectareasfromthoseofbothmyundergraduatedegreeandmyPh.D.,Ifounditrelativelyeasytoapplymyresearchskillsandexperienceindifferentsubjectareasand,onpaperatleast,myresearchcareerwasprogressingwell.
However,Ibecameincreasinglydisillusionedwithresearchasalong-termcareer.ThereappearedtobeveryfewpermanentpostsandIexperi-encedthepracticaldifficultiesandinsecuritiesoflifeonshort-termcon-tracts,amongthemtheissueofsecuringamortgage.IfeltunderpressuretoregularlymovelocationtodevelopmycareerandIgraduallyrealisedthat,asawoman,itwouldbeverydifficulttopursueasuccessfulcareerinresearchunlessIwaspreparedtomakesacrificesinmyfamilylife.
Ididnothavechildrenatthetime,andIknewofveryfewsuccessfulfemaleresearcherswhodid.What’smore,opportunitiesforpart-timework-ingorjob-sharingwereunheardof.Inaddition,whileIstilllovedscience,Iwasbeginningtofindlifeatthebenchveryrepetitiveandmydesiretohavemorevarietyinmyday-to-dayactivitiesgrew.
ListingTransferableSkillsMydecisiontoleaveresearchwasadifficultanddauntingone.IhadknownnoothercareerandinitiallythoughtthatIhadfewskillstoofferelsewhere.IseriouslyconsideredstudyingforanM.B.A.inordertogainabusiness-relatedqualification,butthehighcostruledoutthisoption.InsteadI
262� www.sciencecareers.org www.sciencecareers.org
madelistsofthetransferableskillsIhadandofthenonresearchactivitiesthatIhadbeeninvolvedinthatwoulddemonstratecom-petenciesandcommitmentoutsidemyfunctionaldiscipline;forexample,Ihadorganisedmydepartment’sexternalseminarpro-grammeforseveralyearsandIhadactedassecretarytomylocalCommunityCouncilforasimilarperiod.
WhenIreviewedthelists,theyweremoreimpressivethanIhadthoughttheywouldbe.Thisprocesshelpedmetoidentifymyexistingskillsand,significantly,gavemetheconfidencetopursueadifferentcareerpathwithapositiveattitude,ratherthanviewingitasfalteringinmyoriginalplan.
IhadconvincedmyselfthatIhadarangeofusefulskillstooffertheworldoutsidescience,butcouldIconvinceanemployer?Itwasnotaneasytask.Iappliedforavarietyofpositionsthatin-terestedme,fromjobsinhealthpromotionandhealtheducation,tovariousadministrativepostswithinthehighereducationsector,andfoundmyselfcompetingwithpeoplewhohaddirectlyrelevantexperience.AlthoughemployerscouldseethatIhadenthusiasm,commitment,andpotential,ittooksixmonthsofperseverancetosecuremyfirstnonresearchroleasauniversityadministrator.
ThejobthatIwasofferedwasn’timmediatelythemostap-pealingtome—infactIconsideredturningitdown—butIdevel-opedaninstantrapportwiththeenthusiasticprofessorwhowouldbecomemylinemanager,andIcouldalsoseethatbyacceptingthepostIwouldhavetheopportunitytogainalotofadministra-tiveexperiencetoaddtomyCV.IbelievethatIfounditeasiertogetapositionwithinauniversity,ratherthananonuniversityrole,becausetheuniversityrecognisedthevalueofmyPh.D.asamul-tilevelachievementratherthansimplyasaspecialistinacademicpublication.
Imovedtoasubjectareathatwascompletelynewtome—nanoelectronics—onareducedremuneration,butfromdayoneIdidn’tlookback.Thejobwaschallenging,stimulating,andfullofvariety.Iwasimmediatelyresponsibleforalltheadministrativeaspectsofthedepartment,frommanagingthemultimillionpoundresearchbudgetandcoordinatingEuropeannetworks,toorganis-ingamajorinternationalconferencefor�00delegates.Iwasalsoresponsibleforpromotingtheresearchofthedepartmentandquicklyhadtolearntodealwithregularpressenquiries.
Therequirementtoquicklylearnandunderstandnewsubjectareasandtechnologiesinordertobeeffectivetestedthelimitsofmycapabilities.IrealisedthatIhadbeenworkingwithinarelative-lynarrowsubjectareaandIwasnowexposedtoareasofresearchwhoseexistenceIhadnotpreviouslybeenawareof.ButIalsorealisedthatIwasn’twastinganyofmypreviousresearchexperi-ence—everydayIwasapplyingthegenericandtransferableskillsthatIhaddevelopedovertheyearsofbeingaresearchstudentandapostdoctoralresearcher.Eachdaybroughtdifferentchalleng-es,whethertheybesolvingproblems,managingresources,analys-ingcomplexdata,orpresentingtechnicalmaterialinavarietyof
Ihadcon-
vincedmyself
thatIhad
arangeof
usefulskills
toofferthe
worldout-
sidescience,
butcouldI
convincean
employer?
www.sciencecareers.org 2�www.sciencecareers.org
formatstoarangeofaudiences.Ididn’tmisslifeatthebenchforaminute!Istayedinmyuniversityadministratorrolefortwoyears,buildingon
myexistingskillsanddevelopingarangeofnewskillsandexperience.Iwasthenabletomovetoamoreseniorpost,asadministrativeassistanttotheuniversity’svice-principalforresearch.Thiswasanevenbroaderroleasitencompassedallthesubjectareasoftheuniversity,anditenabledmeonceagaintousemybiomedicalresearchexperienceaswellasmygenericskills.Italsoenabledmetodevelopamuchgreaterunderstandingofuni-versitymanagementandtoseeresearchfromotherperspectives,e.g.,theimportanceofresearchincometotheuniversity,what“overheads”are,thehighcostsofacceptingcharityfunding(whichcoversnoindirectcosts),howresearchisbalancedwithteaching,andhowinterdisciplinaryresearchcanbefostered.
Overthepastfiveyearsmyrolehasdevelopedconsiderablyandmyresponsibilitiesnowincludemanyareasofstrategyandpolicy,fromhelp-ingtodeveloptheuniversity’sresearchstrategyandsubmissiontotheresearchassessmentexercise,todraftingpoliciesrelatingtoresearcheth-icsandmisconduct.MostrecentlyIhaveassumedresponsibilityforde-velopingtheuniversity’spostgraduateresearchstrategyandIamworkingcloselywiththeUniversityCareersServicetoensurethatallourpostgradu-ateresearchstudentsandpostdocshaveaccesstogenericskillstrainingandpersonaldevelopmentplanning.
Fortunately,mostpostgraduateresearchstudentstodayareawarethatthemajorityofthemwillnothavelong-termcareersinacademicre-searchandtheyaremuchmoreawareoftheirgenericandtransferableskillsthroughpersonaldevelopmentplansandstructuredcareerplan-ning.Fundingbodiesnowalsoofferawiderrangeofcareerdevelopmentschemesthatallowforcareerbreaksandpart-timeworking.However,ifyouareconsideringacareeroutsideresearch,myadvicewouldbefirstofalltobeconfidentofyourmotivation,andthentogoforit!YourPh.D.isapassporttomanyexcitingcareeropportunitiesoutsidetheconfinesofthelaboratory!
ThisarticlefirstappearedonScienceCareers.org(NextWave)at:http://sciencecareers.sciencemag.org/career_development/previous_issues/articles/29�0/university_challenge_administering_research/
PATIENTTORETRAININPATENTLAW
byAnneForde
DescribeagameofhockeytoaMartian.”Thatwasthetaskthatneu-roscientist-turned-patent-agentSarahThompsonwasaskedtodowhenshewasinterviewingforajobasapatentagenttraineeafew
yearsago.Thompsonmusthaveprovidedadecentimpromptudescriptionsinceshegotthejob;fouryearslater,sheisalmostfullyqualifiedasapat-entagent.
2828 www.sciencecareers.org www.sciencecareers.org
Sowerethoseinterviewersbeingfacetious?Notreally.Oneofthefundamentalskillsrequiredtoworkasapatentagent,saysThompson,“isputtingdifficultconceptsintowhatalayperson—yourclients—wouldunderstand.”True,thoseclientsarenotextra-terrestrials,butthereisawidegulfbetweentheworldsoflawandscience,andThompson’snewjobistospanit.
SeekingHerNicheAfterfinishingherundergraduatedegreeinpharmacologyatBris-tolUniversity,Thompsonwantedtocontinueherstudiesandfeltthat“doingaPh.D.wasanaturalprogression.”Shewaskeentodoaneuroscienceresearchproject,soin199�shestartedherPh.D.attheUniversityofManchesterinneuroimmunology.Thompsoninvestigatedtheroleofanti-inflammatorymediatorsincontextofstrokeandtheresultingcelldeath.Shesoondecidedthatresearchwas“veryfrustrating”—andunappealingforthelonghaul.
Whilestilldoingherdoctoralwork,Thompsonfoundherinter-estsgrowingbroader.Shebecametheeditorofanewsletterinheruniversityfocusedonpublicawarenessofscience.Shealsopar-ticipatedintheBiotechnologyYES1(YoungEntrepreneursScheme)competition,anactivitythatpresagedherprofessionalfuture.InBiotechnologyYES,teamsofundergraduateorpostgraduatesciencestudentsformabusinessplanforavirtualcompanyandpresenttheplantoapanelofjudges,competingagainstotherteams.Thecompetitorsliveon-siteandthecompetitionrunsoverthreedays.Duringthistime,theteamsarevisitedbyexpertadvis-erswhohelpthemmoldtheirbusinessplans.
Oneofthecompetitionadviserswasapatentagent,andThompsonhadtheopportunitytotalktohimabouthisjob.Heagreedtolethershadowhimathisoffice—aprivatepracticeinGlasgow—foraday.Throughherpersonalnetworks,shelatergainedanotherweek’sexperienceatanotherprivatepracticeinLondon.
Afterthosebriefworkstints,Thompsondecidedtopursueacareerasapatentagent.Shefeltthatworkinginprivatepracticewouldgiveherthebestandbroadesttraining,exposinghertoawiderpatentportfolio.Asastartingpoint,shesetaboutinvestigat-ingwhatthefirmswerelookingfor.“Someplaceswerelookingforsomeonewithaspecificbackground,othersnot,”shesays.“SomedidnotevenrequireyoutohaveaPh.D.”InDecember2000,sheinterviewedatthefirmMewburnEllisL.L.P.2Beingabletocommu-nicatedifficultconceptsingeneralterms—likeexplainingagameofhockeytoaMartian—wasprobablythekeytohergettingthatposition,shefeels.ThefollowingSeptember,shestartedhernewjob.
ANewBeginningAlthoughascientificbackgroundisessentialforherjob,Thompsonhadtofullyretraintomakethetransition.Forthefirsttwoyearsorso,Thompsonworkedunderthesupervisionofvariouspart-
“Youhavealot
tolearn,but
whenyoucan
arguethecase
ofyourpatent
application
successfully
toapatent
examiner,
it’sgreat,”
saysSarah
Thompson.
www.sciencecareers.org 29www.sciencecareers.org
ners—seniorpatentagents—rotatingeverysixmonths.“Forexample,IhadtoreadexaminationreportsfromtheEuropeanPatentOffice(E.P.O.),”saysThompson.Thekeyquestionapatentagenthastobeexpertinaskingandanswering,explainsThompson,is,“Whatistheinvention?Youneedtobeabletosumarizealotofcomplexdatatodothis.Therewaslotstograsp.”
PatentAgents,Examiners,andAttorneys:What’sintheName?
Patentagentshaveseveralemploymentoptions,Thompson
explains.Thefirstisworkinginprivatepractice—likealawor
accountingfirm—whereyouactastheinterfacebetweenyour
clientandpatentoffices.Thesecondistowork“in-house,”for
example,atapharmaceuticalcompany.Inbothscenarios,the
patentagentisdrafting,prosecuting,anddefendingthepatent.
Patentexaminers,ontheotherhand,review—andthenreject
oraccept—thepatentapplicationssubmittedbypatentagents
onbehalfoftheirclients.Theyareemployedbyagovernment
orintergovernmentalagency,suchastheU.K.PatentOffice,3
inNewport,Wales,ortheEuropeanPatentOffice�(E.P.O.),in
Munich,Germany.Patentexaminersmaymovetoworkaspat-
entagents,saysThompson,“butnotnormallytheotherway
around.”
Ayearintohertraining,ThompsonspentfourmonthsatManchesterUniversitydoingafoundationcourse—acertificatecourseinintellectualproperty—inpreparationforthefirstofthetwosetsofexaminationsthatarenecessarytoqualifyasapatentagentintheU.K.Duringthisperiod,Thompsonstud-iedU.K.andoverseaspatentlaw,trademarklaw,anddesignandcopyrightlaw.“It’sanintensivecourse,”saysThompson,“withalotofsubjectstocover.”Whileonthecourse,ThompsonwasstillonsalaryatMewburnEl-lis,andthefirmpaidhercoursefees.“Itwasgoodtodoitfull-time;notallfirmsallowthat.”Oncompletingthecourse,participantscantakeanexaminationthatisequivalenttothefirstofthepatent-lawqualifyingexams.Backattheoffice,onherreturn,“Iwasallowedtobealittlemoreindependent,”shesays.
Butherstudyingwasfarfromover.Shestillneededtodopart2.Thequalifyingexaminations—especiallythesecond—arenotoriouslyrigor-ous.CandidatesareexaminedinallaspectsofU.K.patentlaw.Passingtheexams,saysThompson,“meansstudyingmosteveningsandweekends”
IntheU.K.,registeredpatentagentscanusethetitle
“PatentAttorney”althoughthistitleisalsousedby
solicitorswhomayhavenoformalqualificationin
intellectualproperty.
30�0 www.sciencecareers.org www.sciencecareers.org
beginningmanymonthspriortotheexams.Thefailurerateishigh;manyhavetoresitindividualpapers.Lastmonth,Thompsonresatpart2papersforthesecondtimeandisawaitingtheresults.LastMarch,shealsotooktheEuropeanQualifyingexams—examsthevastmajorityofU.K.patentagentsinprivatepracticeandindustrytake—soshewillbeauthorizedtoworkwiththeE.P.O.Sheneedstoresitoneofthesenextyear.
GainingExperienceandResponsibilityNowthatsheisworkingatamoreseniorlevel,Thompsonsays,shereallyenjoysbeingabletoarguewhyaninventionisworthyofitsname—ornot.“Youarekeptup-to-date;intellectuallyyouareonthegothewholetime,”shesays.Agentsathercurrentlevelmanageaportfolioofapplications,whichmeansswiftdecisionsandmanydeadlines.Butit’sfun.
Lastyear,ThompsonmovedfromMewburnEllistothebiotechnologyfirm,CambridgeAntibodyTechnology�(CAT),inCambridge,U.K.Thompsonappreciatesthebroadtrainingshereceivedinprivatepractice,butshenowfindsspecializing“inoneparticulartechnologyareaandworkingcloselywiththecompany’sscientists”justasstimulating.
ForThoseConsideringPatentLawPassingthoseexams,saysThompson,requiredtenacityandyearsofstudy.Tenacity—andanargumentativestreak—havehelpedhermakeitasapatentagent.Whatelse?Communicationandtime-managementskillsarekey,shesays.Knowingaforeignlanguageisalsouseful.Researchtrainingisimportant,butdon’texpecttoworkonpatentsthatmatchyourresearcharea.WhenshewasworkingatMewburnEllis,Thompson’s“specialty”wasallofbio-technology.“Ihadonlyoneneuroscience-relatedpatentinthosethreeyears,”shesays.
Wasitworthit?“Itwashard,youhavealottolearn,butwhenyoucanarguethecaseofyourpatentapplicationsuccessfullytoapatentexaminer,it’sgreat.”
ThisarticlefirstapearedonScienceCareers.org(NextWave)at:http://sciencecareers.sciencemag.org/career_development/previous_issues/articles/200�_12_02/patient_to_retrain_in_patent_law
1. BiotechnologyYES:http://www.biotechnologyyes.co.uk2. MewburnEllisL.L.P.:http://www.mewburn.com�. U.K.PatentOffice:http://www.patent.gov.uk�. EuropeanPatentOffice:http://www.european-patent-office.
org�. CambridgeAntibodyTechnology(CAT):http://www.
cambridgeantibody.com
“Hereyou
havetomake
sureyou’re
gettingthings
doneand
meetingyour
objectives.
It’salmosta
completely
different
experience.”
www.sciencecareers.org �1www.sciencecareers.org
LIFEINBIOTECHbyJimKling
Lifeinthebiotechindustryisafarcryfromacademia.Itisn’tpuresci-ence.Ifyoumaketheleap,expecttobeindoctrinatedintotheworldofbusiness,becauseinindustrybusinessgoalsdriveresearch.And
evenifyoujoinacompanyasascientist,youmayfindyourselfmovingoutofthelabaltogether.“Therearelotsofscientistswhogettappedtodothingsinprojectmanagement,businessdevelopment,ormarketing.Asscientists,theydon’thavethebackgroundtohandlethoseduties,”saysRebeccaRone,whoisdirectoroftheM.S.programindrugdiscoveryanddevelopmentattheMassachusettsCollegeofPharmacyandHealthScienc-es.Theprogramoffersclassesinbusinessandfinancingaswellasvariousbiotechnology-relatedsciences.
Abiotechcompanyisatightlyfocusedenvironment,wherefreedomofacademicinquiryisoftencurbedintheinterestofcompletingaprojectasquicklyaspossible,whetherit’sanewdrug,adiagnostictechnique,orsomeotherscience-relatedproduct.“Inindustryyougainknowledgealongtheway,butyourfocusistodowhateveryouneedtodoto[tofinishaproject].Ifsomethingdoesn’twork,youhavetorealignyourfocus,”saysJoshuaSeno,whoisanassociateincorporatedevelopmentforthetechnol-ogyevaluationgroupatAmylinPharmaceuticalsinSanDiego,California.
Likemanygraduates,Senospentacoupleofyearsworkinginanaca-demiclabafterhegraduatedfromPurdueUniversitywithadegreeincellbiologyin1998.HespentthetimeworkingattheIndianaUniversityMedi-calCenterinIndianapolis,Indiana,studyingDNArepairproteinsandhowtheyrespondtoheat,apossibleadjuvanttoradiationincancertherapy.
“Iguesswewereworkingtowardsomesortofgoal[inacademicre-search],butitwasnota[well-defined]goal.Thereweren’tanypressingdeadlinesexcepttogetgrantsin,”herecalls.Buttheacademiclifewasn’tquitewhathewanted.Hedidn’twanttodoaPh.D.,andhewasn’tsureamaster’sdegreewouldbeanymorevaluablethanthepracticalexperiencehewasalreadygetting.ButwhenhereadanarticleinScienceaboutanewkindofhybridmaster’sprogramthatcombinedbiologicalsciencewithbusinesstraining,hewasintrigued.
Hesettledonthemaster’sofbioscienceofferedbytheKeckGraduateInstitute,aprograminClaremont,California,thatoffersclassesinbiology,bioinformatics,andbioengineeringsidebysidewithcoursesinmanage-ment,ethics,andbusinesspolicy.Aftertwoyearsthere,duringwhichhedidasummerinternshipatAmylin,Senohiredonatthecompany.Initiallyheworkedhalftimeinthelabbecausehewasn’tcompletelycomfortablemovingintothebusinesssideofthings,butafteraboutsixmonthshewenttohiscurrentpositionfulltime.Hesoonfoundoutthatthingshadchanged.“[AttheIndianaUniversityMedicalCenter],IfeltalittlemorefreetodoanythingIwanted,whereashereyouhavetomakesureyou’regettingthingsdoneandmeetingyourobjectives.It’salmostacompletelydifferentexperience,”hesays.
Seno’sprimaryfocusisresearchingtherapeuticortechnologyareas
32�2 www.sciencecareers.org www.sciencecareers.org
thatAmylinisconsideringinvestingorparticipatingin.Forexam-ple,hewasassignedtolookintoproteomics—tosurveythefield,identifythekeyplayersandpotentialcollaborators,andsurveythetechnologyproviders.Healsoperformsfinancialanalysesforspecificprojects.Onceheidentifiesanopportunity,hisroleistopursuerelationshipswithcompanies,makecontacts,andbegintosetuppotentialdeals.“Myjobas...therookieinthisgroupisre-allytohandlesomeofthesmallerscaleprojects,whereaspeoplewithmorebusinessdevelopmentexperiencewouldhandlebiggerprojects,”hesays.
Cross-disciplinaryprogramslikeKeckwerecreatedbecauseofalackofbusinesstrainingforscientiststhatjointhebiotechindustry,butRonealsoseesaneedforcross-disciplinaryeduca-tion.“Severalpeoplehavementionedtomethattheythinkthepipelineshavedriedupbecausewe’vetakenadvantageoftheeasyhits—the[targets]thatMotherNaturehasinformedusabout.Thereisarealfeelingthatwehavetototallyreinventthingsinor-dertocomeupwith[newclassesofcompounds],andthebestwaytohandlethatistohaveunderstandingbetweenthedisciplines,”shesays.Thatmeansthatmolecularbiologists,cellbiologists,chemists,pharmacologists,andbioinformaticsspecialistsmustbeabletocommunicatewithoneanotherinordertocombinetheirefforts.
Youneedthatkindofcommunicationjusttogetanythingdoneinasmallbiotechcompany,saysDouglasGjerde,CEOofSanJose,California-basedPhyNexus.“Today’ssmallcompanyhastoproduce.Ifirmlybelieveintheabilityoftheindividualtohaveanimpact,buttheindividualneedshelp.Theonlywaythat’sgoingtohappenisiftheyaskforhelpinaveryspecificway.Youhavetoknowenough[aboutanotherdiscipline]toknowhowtoaskaquestion.”
Butdon’tgettoocaughtupintryingtoknowalittlebitofeverything.Specializationisstillveryimportant.Tosucceedinin-dustry,“youhavetoknowatleastone[discipline]extremelywell,andyouhavetoknowthejargonofothers,”Gjerdesays.
Sobeanexpert,butbeageneralist,too.Nooneeversaidthelifeinthebiotechindustrywaseasy.
ThisarticlefirstappearedonScienceCareers.org(NextWavesec-tion)at:http://sciencecareers.sciencemag.org/career_development/previous_issues/articles/2�90/life_in_biotech/
www.sciencecareers.org ��www.sciencecareers.org
MAKINGTHELEAP:When,How,andWhyaCareerinDrugDiscoveryMayBeRightforYoubyMatthewBell
Asayoungscientistconsideringacareerindrugdiscovery,youmayhavemanyquestionsthatneedanswers.Howdoesthepharmaceuti-calindustrywork?Howwouldmycareerprogress?Whatskillsare
companieslookingfor?WouldIdohigh-qualityscience?Isitabetterop-tionthanacademia?Theanswerstosomeofthesequestionsdepend,ofcourse,ontheindividualscientist.Butthegoodnewsisthatthepharma-ceuticalindustryhasmanyopportunitiesforscientistsseekingacareerindrugdiscovery,bothinthelaboratoryandout.
FirstThingsFirst—IsThereanOpportunityforMe?Creatingnewdrugsisarisky,expensive,andtime-consumingbusiness.Atop-10pharmaceuticalcompanywillemployover1,�00scientists,andspendover$1millioneveryday,ondiscoveringnewbiologicaltargetsandcreatingnewtherapeutics(chemicals,proteins,orvaccines)tomoveforwardintoclinicaltesting.Intotalitcantakemorethan10yearstogetanewdrugtomarket,andtheeffortwillinvolvethousandsofpeoplefrommanyscientificdisciplines.
Insuchalargeandcomplexorganization,therearemanydifferentcareeroptionsforyoungscientists.Ifthereisalifesciencesdisciplinebeingpursuedinacademia,therewillbeapharmaceuticalindustryop-portunityinasimilarfield.Nolongerlimitedtobiologyandchemistry,thepharmaceuticalindustryofferslong-termcareersinvariousdisciplinesandsubdisciplines(seeTabulation1).Furthermore,cross-functionalscientistsarebecominganincreasinglyvaluablecommodity.Assystemsbiologybe-ginstotakeholdandbearfruit,therewillbeanincreasingopportunityforscientistswithmultipledegrees:informationtechnologywithbiology,sta-tisticsormathematicswithbioinformatics,pharmacologywithgenomics,andsoforth.Theopportunitiesaremany.
WhereDoIStart,andHowDoesaCareerProgressinIndustry?Youcanmaketheleapintoindustryatanypointinyoursciencecareer.Apromisingyounglifescientistcansecureanentry-leveldrugdiscoveryposi-tion,usuallytermed“associatescientist”or“scientist,”withabachelor’sdegreeinscience.Atthislevelyouareresponsibleforcompletingbasicexperimentsandwillbeamemberofoneormorecross-functionalprojectteamsthatfocusondiscoveringandprogressingnewmedicines.Theseteamswillhaverepresentativesfrommanyscientificdisciplines:chemistry,biology,andothers.WithaPh.D.orpostdoctoralexperience,youcanex-pectgreaterseniorityandcontroloveryourownactivities,andyoualsocanexpecttobeleadingtheseprojectteamssoon.Beingteamleaderofadis-coveryprojectisakintobeingtheseniorpostdocinanacademiclab,con-trollingthekeystaffandactivitiesassociatedwithagivenlineofresearch.
34�� www.sciencecareers.org www.sciencecareers.org
Themostsuccessfulteamleaderscan,intime,moveintobroadermanagementpositions,gainingprogressivelygreaterresponsibilityintermsofstaffsize,budget,andabilitytoimpactstrategyanddirection.Thesepeoplefocusonmanagingotherscientists(usuallyofthesamediscipline)andeventuallyattainthetitleofdirectorinmostcompanies;jobtitlesareremarkablyconsistentbetweenbigcompanies.Formany,thisisthepinnacleofasuccessfulcareerindrugdiscovery,butthemostsuccessfulandambitiousdirectorswillusuallygetpromotedtoheadupen-tiredepartments,oftenwithupwardsof100people.Departmentheadscanexpectatitleofvicepresident;theyareakintotheveryhigh-profile,largegroup,successfulprincipalinvestigators(PIs)inacademia.IntheorganizationIworkforthereareabout1�vicepresidents(seniorleaders),andabout�0directors(middleman-agers)inadiscoveryorganizationof1,�00staff.
Tabulation1.CommonDrugDiscoveryDisciplines
BiologyAssaydevelopmentCellularbiologyElectrophysiologyGenomicsandmolecularbiologyMedicine(Behavioral)pharmacologyPhysiologyProteinbiochemistry,expression,andsynthesisProteinengineeringandbiopharmaceuticalsProteomicsStructuralbiologyandcrystallographyVeterinarianservices
ChemistryAnalyticalchemistryMedicinalandsyntheticchemistryRationaldesignComputationalchemistryInsilicoanddenovodesignHighthroughputscreening
RelatedSciencesEngineeringMathematicsStatisticsBio-andchemi-informaticsIT,hardware,andsoftwaredesign
Manyscientistsdon’tlikethedailygrindofgrantwritingandadministrationthatcomeswithasuccessfulcareerasaPIinacademia.Similarly,manyscientistsinindustryhavenointerestinaprogressionintomanagement.Thesescientistsprefertostayclosetothescienceandawayfromthedetailsofmanagement,politics,andcompanybureaucracy.Thankfullymostpharmaceuti-calcompaniesrecognizethisandworkespeciallyhardtoretaintheirbestscientists,usuallybyofferinganattractivenonmanage-mentcareerladder.Inmanyorganizationsthesebright,dynamic,andinnovativescientistscanexpecttobecomedistinguishedre-
Thegood
newsisthat
drugdiscov-
eryisunique
inoffering
multipleca-
reeroptions
thatletyou
stayclose
toscience
withoutthe
dailygrind
oflaboratory
life.
www.sciencecareers.org ��www.sciencecareers.org
searchfellows,onparwiththemostseniorleadersoftheorganizationbutwithoutday-to-daymanagementdutiesandwiththetimeandauthoritytofocusondevelopinginnovativenewideas,newtechnologies,andnewsci-ence.Itwouldbelikebeingavisitingprofessoreveryday.
Tabulation2.TheFiveMythsofWorkingforIndustry
1.Youdon’tgettopublishNottrue.Mostpharmaceuticalcompaniesstronglyencouragepublicationofscientificworkandoftenlinkbonuspaymentstohighpublicationlevels.
2.Youdon’tgettogotoconferencesNottrue.Pharmaceuticalcompaniesgenerallyencouragescientistsfromalllevelstoattendkeyconferencesasbothdelegatesandpresenters.
3.YoujustscreenormakecompoundsalldayNottrue.Adrugdiscoveryoperationismadeofmanydifferentdisciplinesandinvolvesmanyactivitiesincludingalotofbasicresearch.
4.YouarenotfreetofollowyourowninterestsortobeinnovativeNottrueonbothcounts.Innovationandcreativityarestronglyencouragedandscientistsspendsignificanttimeexploringnewhypothesesandapproaches.
5.ThescienceisnotasgoodasinacademiaNottrue.Pharmaceuticalcompaniesclaimmanyhigh-profilepublications,pat-ents,andgroundbreakingconceptseveryyear.
WhyDoScientistsChooseIndustry?Themajorityofdrugdiscoveryscientistsaremotivatedbythechancetodiscoveranewmedicine.ImaginebeingthefirstchemisttosynthesizeanimportantnewtreatmentforAlzheimer’sdisease.Imaginebeingthefirstbiologisttochampionanewtherapeuticapproachforthetreatmentofcancer,andseeitwork.Thedesireandopportunitytodogoodsciencemotivatesindustryscientists,justliketheiracademiccolleagues.Inaddi-tion,thepharmaceuticalindustryoffersasubstantiallyhighersalary(oftendoubletheacademiclevel),betterworkingconditions,plentifulequipment,andasuperiorworkenvironment.
Thatsaid,industryisn’tforeveryone.Somescientistsdetesttheideaofbeingaccountabletoabudget,ofhavingtobepartofacompanyculture,orfollowingcompanystrategy.Somescientistswillalwayspre-fertowritegrantsandcarveouttheirownniche,whichworksbestinacademia—notwithinalargecompany.Butwhenyouaredecidingwhetherindustryoracademeisbestforyou,don’tbaseyourdecisiononthemythsthatcirculateinacademiccircles(seeTabulation2).Mostareuntruemuchofthetime;othersarewrongallofthetime.
LoveScience,HatetheLabManyscientistswanttostayinthescienceworld,butdon’tliketheideaofalab-basedcareer.Thegoodnewsisthatdrugdiscoveryisuniqueinofferingmultiplecareeroptionsthatletyoustayclosetosciencewithout
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thedailygrindoflaboratorylife.Aplatforminbasicsciencecanbethesteppingstonetocareersinpharmaceuticalpatentlaw,businessplanningandstrategy,projectmanagement,operationsmanagement,publishing,media,communicationsandpromotionalactivities,managementconsulting,competitiveresearch,regula-torysupport,andbusinessdevelopment(settingupallianceswithbiotechnologypartners).Thesefunctionsareallcriticaltodrugdiscovery,areintellectuallystimulating,andgiveagreatopportu-nitytostaywithinsciencewhileleavingthelabbehind.
WhatNext?Drugcompaniesarealwayskeentoattractandrecruitthebestscientists.Theyarelookingforasoliduniversitytrackrecord,goodpublications,andevidenceofgoodcommunication,team,andleadershipskills.Ifyoudesireacareerinthepharmaceuticalsindustry,thinkofyourselfasavaluablecommodityandnetworkrelentlessly.AnnualreportsandWebsitesaregreatplacestostartlookingforinformation.Medlineisagoodresourcetoidentifyre-searchers’namesandscientificfieldsofinterest.
Conferencesareagreatwaytointroduceyourselftocompa-nies.Don’tlimityourselftotheaccompanyingcareerfairs.Visitpostersandattendtalkspresentedbydrugcompaniesandmakeapointofexpressinginterestinwhattheydoandaskingaboutpo-tentialjobopenings.TakealongCVsandpublicationreprints.Takeadvantageofyourpersonalconnections;networkviacolleaguesandfriends.Attheveryleast,getyourresumeouttothehumanresourcesdirectorsatpharmaceuticalorbiotechnologycompaniesthatinterestyou.Seeifinternshipprogramsareavailable.Remem-ber:Themorecontactsyoumake,thegreaterthechanceofhittinguponacompanythatworksinatechnologyorresearchareathatyouareinterestedin,andthegreaterthechancethatoneofthosecompanieswillbeinterestedinyou.
Thereisnowaytotellforsurethatacareerinindustryisrightforyou,butithasonepieceofcompellingdatainitsfavor;scientistswhomovefromacademiaintoindustryrarelymovebackagain.
ThisarticlefirstappearedonScienceCareers.org(NextWave)at:http://sciencecareers.sciencemag.org/career_development/previous_issues/articles/29�0/making_the_leap_when_how_and_why_a_career_in_drug_discovery_may_be_right_for_you/
Confer-
encesare
agreat
wayto
introduce
yourselfto
companies.
36��
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GUERRILLAMARKETINGYOURSELFbyDaveJensen
Ihavealibraryfullofbusinessbooksonmarketing.It’soneofmyfavoritesubjects.Asabusinessowner,I’vehadtostrategizethesuccessfulmar-ketingofmycompany’sservicesformanyyears.AlthoughI’veneverhad
formaltraininginmarketing,IcantracemyloveforthissciencebacktoabookthatIfirstreadin198�:Guerrilla MarketingbyJayConradLevinson.
Fourteenmillioncopiesofthisbookanditssequelshavebeensoldintheyearssinceitspublication,andLevinson’sterm“guerrillamarketing”hasbecomepartofourpopularlanguage.Butitwasn’tuntil200�thatLevinsonappliedhismarketingconceptstojob-huntinginhislatestbook,Guerrilla Marketing for Job Hunters,co-writtenwithexecutiverecruiterDavidE.PerryandpublishedbyWiley.
Inthismonth’scolumn,I’lltakethebestofLevinsonandPerry’scon-ceptsfromthisexcellentbookandadaptthemtotheworldofthesciences.Someadaptationisrequiredbecause,despiteitsgreatvalue,thebooksuffersfromthesameproblemasmostgenericjob-seekingadvice:Noteverycareertipyou’drecommendtoawidgetsalespersonmakessenseforascientist.
��
�.Networking
www.sciencecareers.org�8 www.sciencecareers.org
MarketingYourselfontheCheapIreadaninterviewwithLevinsonmanyyearsagoinwhichhewasaskedwhyhisinnovativemarketingapproachwastargetedonlytosmallbusinesses.TheauthorrespondedwithatermthatIre-membertothisday.Hewritesforfirms,hesaid,that“sufferfromresourcepoverty,”sohisguerrillamarketingmethodsarecheap.That’swhatIlikeaboutthisapproach.Postdocsandgradstudentssufferfromresourcepovertyaswell.
OneofthemajorconceptsintheGuerrillaseriesisthatyouneedtoavoiddoingwhateveryoneelseisdoing.Thousandsofscientists—yourcompetitors—readthelocalnewspaperadseverySundayandscanthebacksectionsofjournals.Theirjob-searchtimeisconsumedbyfillingoutInternetformsandmailinglettersthatstartwiththatpolite,oldaddress,“DearSirorMadam.”
Makenomistake:LevinsonandPerrydon’tbelievethatyouneedtowalkawayfromalltheusualelementsofthejobsearch,suchaswritingapplicationsandsendingCVs.Butifyouwanttocatchthereallybigfish,theyargue,youneedtoplayinasmallerpond.
MovingtotheSmallerPondOneofthefirstthingsthattheseauthorsrecommendistosetupwhattheycall“thewarroom,”aplacewhereyoucanbeshelteredfromalldistraction.Thisisyourprivatespace,whereyougospe-cificallyforjob-seekingefforts.Thisdistraction-freezone—whichneedstohaveadesk,achair,acomputer,andatelephone—willhelpyoufocus,evenifitisjustthecornerofanapartment.Thinkofitasaradioannouncer’scubicle,withan“OntheAir”signonthedoor(evenifittherereallyisn’tadoor).
Itiscriticalthatyoudonottrytorunaprojectlikea
jobsearchfromthatsmalldeskacrossfromyourlab
bench.Toomanydistractions.
Onceyou’veestablishedyourwarroom,turnyoursightstowhatthecrowdisn’tdoing.I’vewrittenaboutnetworkingmanytimesinthismonthlycolumn,sowewon’tgodeeplyintothesub-jectthismonth;moreinformationonnetworkingcanbefoundinasearchofthe“ToolingUp”archive.1Butit’shardtotalkaboutguerrillamarketingwithouttouchingonnetworkingbecausemostpeopledon’tliketonetwork,sotheyneglectit.Guerrillamarket-ersrecognizethatifotherpeopleareneglectingit,thatmakesitafine,smallpondtoplayin!
Thewarroomiswhereyougotomakee-mailandphonecontactwithanever-broadeninglistofnetworkingcontacts.It’salsotheplacetoplanyourownpublicrelations(PR)campaign.
“Personal
brandingis
notabout
presentinga
falseimage.
Itisabout
understand-
ingwhatis
uniqueabout
you—your
accomplish-
ments,expe-
rience,at-
titude—and
thenusing
thattodif-
ferentiate
yourselffrom
otherjob
hunters.Your
brandisyour
edgeinthejob
market.”
—Levinsonand
Perry
www.sciencecareers.org �9www.sciencecareers.org
PRhasgottenabadrapinthelastcoupleofdecades.Wehearabout“spindoctors”whorepresenttheoilysideofPR,puttingapositive,dishonestglossoneventhemostnegativestoriesandsituations.Butthat’sjustonesmallsideofPR;PRcanalsomeanputtingacrossapositivemessagethathappenstobetrue.Inajobsearch,PRisimportantbecausegettingyournameoutthereishalfthebattle.PRisreallyabouttryingtoputyourselfintherightplaceattherighttimebymeansofapublicitycampaignandsomecreativeprowess.I’dcallit“networkingonsteroids.”
HereAreThreeWaystoGoAboutGettingYourNameandCapabilitiesinFrontofOthers.(1)Anyonecanhaveabusinesscard,notjustthosewhohave“real”jobs.Inindustry,exchangingcardsismuchmorecommonthanhandingoveraCVorrésumé.Yourcardshouldhavethelogoofyouruni-versityorinstitutionandpossiblyevenafewcommentsaboutyourareaofexpertiseonthereverseside.HaveyoueverseenbusinesscardsfromemployeesofAppleComputer?Someofthemread“SoftwareWizard,”or“BusinessDevelopmentGuru”inplaceofastuffytitle.
Withalittlehumor,youcansometimesgetacrossashortwho-
am-Istatementwithmorepunchthanathree-minuteverbal
introduction.
(2)Participateinlocalmeetingsofassociationsandtradegroupsinyourfieldofinterest.Getontheircommitteesandvolunteerforjobsthatnooneelsewantstodo.You’llgainareputationasapersontocounton,anditwillbenefityouwithincreasedvisibility.Italwayssurprisesmehowasavvypostdoccanfindaspotonacommitteefilledwith“insiders,”thosefewpeopleeveryassociationmusthavetosucceed.Evendesirablecom-mitteessuchasthe“socialcommittee”havejobsthatnoonereadilyvolun-teersfor(cleanupafterevents,keepthee-maildatabase,etc.).Nomatterwhatyourroleis,youwillhavegottenyourfootinthedoorandachancetoworkwiththeseinsiders.
(�)Write(andpublish)anarticleonatopicthathasnothingtodowithyourproject.Getyournameouttherebywritingaboutcareerissuesforasitelikethisone,orwriteforyourlocalpaperonwhatitisliketobeasci-entistintoday’sjobmarket.Youwouldbesurprisedwhatcancomebacktoyouintheformofjobleadsfromjustgettingexposure—anyexposure.(Al-thoughformoviestarsit’ssometimessaidthatevenbadpublicityisgood,inthecaseofajobseeker,yourcreativeguerillamarketingapproacheshavetobecredibleandreflectwellontherealyou.)
ACompanyCalled“Me,Inc.”AccordingtotheauthorsofGuerrilla Marketing for Job-Hunters,manytechnicalprofessionals,scientists,andengineershavedifficultyseeingthemselvesasanythingmorethanacommodity.Ifyouthinkofyourselfas“a”Ph.D.biochemistwithabackgroundinenzymekinetics,say,youarea
www.sciencecareers.org�0 www.sciencecareers.org
commodityforsaleinacrowdedmarket.Gettingpaidtopdollarisverydifficultwhenyouaresomethingthattheemployercanfindanywhere.
Youneedtopresentyourselftotheworldasmuchmorethanalistoflabtechniques.ThisinvolveswhatmarketingpeoplesuchasLevinsoncall“branding.”Thebestwaytothinkaboutbrandingistoimagineyourselfasacompanyofferingavarietyofservices.(Seemyearlierarticle,“TheConceptofMe,Inc.”2)
Reference:JayConradLevinsonwithDavidE.Perry,Guerrilla Mar-keting for Job-Hunters(Wiley,200�).ISBN0-��1-�1�8�-�.
“Personalbrandingisnotaboutpresentingafalseimage,”LevinsonandPerrysay.“Itisaboutunderstandingwhatisuniqueaboutyou—youraccomplishments,experience,attitude—andthenusingthattodifferentiateyourselffromotherjobhunters.Yourbrandisyouredgeinthejobmarket.”
What’sthebestbrandforayoungscientistorengineer?Cer-tainly,youwanttohaveabrandthatspeaksspecificallytoyourareaoftechnicalexpertise,butitiscriticaltoaddapersonalspintowhatyoubringtothetable.Icantellyoufromexperiencethatonestrongbonustoaddtothemarketingfocusofanyhighlycom-petentscientististobecomeknownasaproblem solver.
MovingfromaCommoditytoaBrandThinkaboutyourskillsandabilitiesusingtheChallenge-Ap-proach-Resultsformat.Withpaperandpencil,sketchoutallthemajorproblemsyou’vesolvedinyourtimeinthelab,startingwiththemostcurrentandworkingbackward—thesearethechallenges—onapagethathasthreeverticalcolumns.Thecentercolumn,Approach,getsyouthinkingaboutthespecificactionthatyoutooktosolvetheproblemhighlightedonitsleft.Finally,intherightcolumn,listtheresult.Writesuccinctly,withjustacoupleofsentencesineachsection.
Nowsitbackandlookatthisdocument.Youwillbeim-pressedbyyourproblem-solvingability.Doyouthinkthataper-sonwhohasdevelopedtheircritical-thinkinganddeductive-rea-soningskillsinthiswayisonlyofvaluetopeoplewhoputthemtoworkinthelab?Noway!Asaprofessionalproblemsolver,anentirelynewworldwillopenuptoyouinthejob-seekingprocess.
AftermanyyearsofreadingtheGuerrilla Marketingseriesofbooks,Icantellyouthatmovingfromcommoditytobrandissomethingthatcanincreaseyourshort-termandlifetimeincomebyasignificantpercentage.Iknow,becauseguerillamarketingworkedforme.Withoutplacingasingleadvertisement,mysmallcompanybeguninmygaragebecameanentitywitharecognizednamethat,10yearslater,attractedtheinterestofa$�billioncompany.Thinkingbackuponthereasonsforthis,IcancometonootherconclusionthanthatJayConradLevinson’smethodsworkwell.
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ThisarticlefirstappearedonScienceCareers.org(NextWave)at:http://sciencecareers.sciencemag.org/career_development/previous_issues/ar-ticles/200�_0�_21/tooling_up_guerilla_marketing_yourself/
1. ToolingUpArchive:http://sciencecareers.sciencemag.org/career_development/previous_issues/articles/0000/tooling_up_index
2. TheConceptofMe,Inc.:http://sciencecareers.sciencemag.org/career_development/previous_issues/articles/01�0/the_concept_of_me_inc
HOWTOGETAGOODCONNECTION
byDavidBomzer
Surveysindicatethat�0%to��%ofpeoplefoundtheirlastjobthroughnetworking.Youcannetworkseveralways,includingnet-workingbyphone,givingapresentation,ornetworkingface-to-face.
Thisarticlewillfocusonthreetypesofface-to-facenetworking:onetoone,onetomany(e.g.,inameeting),andmanytomany(e.g.,ataconference).
Therearemanyop-portunitiesforface-to-facenetworking,includ-ingprofessionalasso-ciationmeetings,socialgatherings,andjobfairs.Themechanics,tips,andtoolsinthisarticleareapplicabletoallthreetypesandtothedifferentsituations.Youmustde-cidewhichtypesandplacesworkbestforyourface-to-facenetworking.
Butfirst,hereisashortquizaboutnetworking.
WhyNetwork?A)TomeetpeopleB)TogetajobC)TomakemoneyD)NextWavetoldyouto
Whynetworkamongstrangers?A)Totellpeopleyou’relookingforajobB)TobuildrelationshipsC)TogetcallswhenjobopeningsandopportunitiesoccurD)NextWavesaiditwouldbegoodforyou
Whennetworkingyoushould...A)TalkaboutyourselfB)TalkaboutyouridealjobC)AskquestionsandbuildrapportD)TalkaboutNextWave
Effectivenetworkingrequirescreatingadialogue.
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Ifyouanswered,respectively,A,B,andC,thenyouareonyourwaytosuccess.You’llalsorecognizethatit’spossibletobreakeffectiveface-to-facenetworkingdownintothreecompo-nentparts:MeetingthePerson(s),EstablishingRapport,andCom-municatingEffectively.
MeetthePersonFace-to-facenetworkingbeginswithattitudeandbodylanguage.Youmayrecalllearningthatdogssensefear;wellthey—likepeo-ple—canalsopickuponaperson’sattitude.Ausefulattitudeisanimportantaspectofnetworking.Usefulattitudesincludebeingwarm,enthusiastic,relaxed,curious,helpful,patient,andinter-ested.
Insider’sTool#1:FindingaPositiveAttitude.Trythistechniquetogetapositiveattitudebeforeaface-to-facenetworkingsituation.Findaquietspot,closeyoureyes,andpictureatimeyouhadapositivemoment.Recallthesights,sounds,andphysicalsensa-tions.Intensifythesensations.Attheheightofthesensations,squeezetogetherthethumbandforefingerofyourwritinghand,thenrelaxthem.Practicethisseveraltimes.Whenthatface-to-facenetworkingsituationarises,squeezeyourthumbandforefin-gerasatriggertorecalltheattitude.
Justasitdoeswithotheranimals,humanbodylanguagealsosendsamessage.Bodylanguagecancreateapositiveornega-tivepresence—thedegreetowhichindividualsattractattentionandhowtheyrepresentthemselves.Therearefourelementstopositivebodylanguagethatconveysapositivepresence:standingwithpalmsopen,makingeyecontact,givingawelcomingsmile,andofferingapleasantgreeting.
Insider’sTool#2:MakingPositiveEyeContact.Todetermineifyoumakepositiveeyecontact,thinkofaface-to-faceconversa-tionyouhadtodayandtrytorecalltheotherperson’seyecolor.Practicethisobservationinseveralsettingsuntilitfeelsnatural.Thissimpleexercisecanhelpyoustarttofocusonmakingmoregenuineeyecontactwheninconversations.
Awelcomingsmileoffersasimplebuteffectivemessage.AtarecenttrainingsessionIconducted,fewerthanhalfofthepartici-pantswereabletoidentifytheirownwelcomingsmile.
Insider’sTool#3:PracticeYourBestSmilesandGreetings.Askfriendstotellyouwhichofyoursmilesaremostgenuineandmakethemfeelwelcomed.Practicethosesmilesinamirror.Makethemaconsciouspartofyourbodylanguageforface-to-facenet-working.
Apositivegreetingincorporatesfriendlygestures,eyecon-tact,andasmile.Thegreetingshouldalsobeinapleasanttoneandusetheotherperson’sname.Useofaperson’snamecommu-nicatesamessageoffamiliarity.Also,repeatingaperson’sname
Tode-
termine
ifyoumake
positiveeye
contact,think
ofaface-to-
face
conversation
youhad
todayand
trytorecall
theother
person’seye
color.Practice
this
observation
inseveral
settingsuntil
itfeels
natural.This
simpleexercise
canhelpyou
starttofocus
onmaking
moregenuine
eyecontact
whenin
conversations.
www.sciencecareers.org ��www.sciencecareers.org
afterbeingintroducedimmediatelyacknowledgesthatyouarelistening.
EstablishRapportThesebasictoolswillhelpyoubecomereadytostartmeetingpeople.Onceyou’vemetsomeone,though,youwillalsowanttocreateapositivecon-nectionwiththatperson—toestablishapersonalrapport.Onetechniquetobuildrapportisusingsynchronizingskills,adjustingyourphysicalandvocaltoolstobeintunewiththeotherperson.Synchronizingyourphysicalattributescanincludealigninggestures,bodyposture,bodymovements,facialexpressions,andevenbreathing.Youcanalsosynchronizevocalat-tributesincludingtone,volume,speed,pitch,rhythm,andverbalfluency.Verbalfluencyisusingwordsthattheotherpersonprefers.Itisanalogoustotryingtospeaktosomeoneusingtheirnativelanguage.Aswithspeak-ingaforeignlanguage,usepreferredwordsonlytothedegreethatyouarefamiliarwiththeirproperuse.
Insider’sTool#4:PracticeSynchronizedConversations.Focusonsynchro-nizingwhenhavingaconversationwithapartner.Afteroneminute,stopandreverserolesandthendiscusswhatyoueachobserved.Wasthesyn-chronizingsubtleorwasitobviousmirroring?Provideeachotherconstruc-tivefeedback.Itmayhelptohaveathirdpersonasanobservertoprovidefeedback.
Itisimportantwhensynchronizingtomakesurethewords,tones,gestures,andbodylanguageareallcongruent,i.e.,sendthesamemes-sage.
Insider’stip:Tobuildrapport,observetheperson(s)priorto
approachingherorhimtonetwork.Thisallowsyoutoidentify
physicalandvocalstyles.
EffectiveCommunicationEffectivenetworkingrequirescreatingadialogue.Youcanaccomplishthisthroughexchanginginformationandfindingwaystoassistoneanother.Thefirstruleofeffectivecommunicatingisask,don’ttell.Useopen-endedquestions—thosethatbeginwithwho,what,when,why,where,orhow.
Anothereffectivetechniqueisprovidingdetailsfromwhichthelis-tenercaneasilyextractinformationandthenrespond.Onewaytodothisisbyaddinganinformationtagtoyourgreeting,forexample,“Hi,I’mDavidandIamascientist.”Thisexpandsyourgreetingandprovidesanopportu-nityforthelistenertorespond.Oftentheywilleithermimicyourresponseortheymayrespondwithaquestion,suchas,“Whattypeofscientist?”Iftheyrespondwithanopenquestion,adialoguecanbegin.Iftheymimicyourgreeting,thenyouneedtouseanopen-endedquestiontogetthepersontalking.
Insider’sTool#5:PracticeUsingOpen-EndedQuestions.Withapartner,practiceusingopen-endedquestionsbyhavingonepersonstartbyasking
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anopenquestiontowhichtheotherpersonmustrespondwithanopenquestion.Gobackandforthforaminute.Thelistenershouldnotifythespeakeriftheydonotuseanopen-endedques-tion.
Insider’sTool#6:BecomeanActiveListener.Activelisteningisgivingthespeakerfeedbackthatacknowledgesyouheardandunderstoodwhattheyhavesaid.Thisisdifferentfrompara-phrasing.Inparaphrasing,youarerestatingwhatthespeakerindicated.Inactivelisteningyouareextractinginformationfromwhattheysaidandrespondingwithnewinformationthatrelatestoit.Asimpleexamplewouldbe:PersonAsays,“Thejobmarketisverycompetitive.”PersonBresponds,“Yes,jobsIhaveappliedforhavereceivedresumesfrommanyqualifiedpeople.”Peopleliketoknowthattheyarebeinglistenedto.Thisisawaytoshowyouarelisteningandparticipatinginthediscussion.
PuttingItAllTogetherBypracticingusefulattitude,openbodylanguage,synchronizing,andactivelistening,youcanmasterthethreeimportanttoolstosuccessfulface-to-facenetworking.Thisarticleprovidedyouablueprintandtoolstohelphoneyournetworkingtechniques.However,itisuptoyoutoapplythesetogaintheinsider’sedgeonface-to-facenetworking.
ThisarticleappearedonScienceCareers.org(NextWave)at:http://sciencecareers.sciencemag.org/career_development/previous_issues/articles/1��0/networking_how_to_get_a_good_connection/
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WOMENANDMINORITIES:NEGOTIATINGSALARIES
byLeeKassandKathleenGale
Theobjectiveofthisarticleistoheightenawarenessforwomenandminoritiesabouttheeffectofstartingsalaryoncareerearn-ingsandthematerialsavailableforassessingyourpotential
employer.Thebottomlineisthatalowstartingsalarywillhauntyouthroughoutyouracademiccareer.Ingeneral,thesalariesofwomenaresignificantlylowerthantheirmalecounterpartsinacademia,asmostrecentlyreportedbytheAmericanAssociationofUniversityProfessors(AAUP)inits2002AnnualReportontheEconomicStatusoftheProfession1—althoughthediscrepancieshaveexistedforatleast�0years.Oneexplanationisthatmaleandfemalecandidateshavedifferentbehaviorsandexpectationsinthejobapplicationandinterviewprocess.Theremayalsobesystemicsexisminacademia(Rossiter1982,199�).Similarly,minoritypersonsmayalsointerviewdifferentlythanthoseinthemajority,andtheymayfacecovertinstitu-
��
�.FemaleandMinority ExperiencesinScience
�� www.sciencecareers.org www.sciencecareers.org
tionalracism.Inhopesthatitmayhelpcounteractprevailingtrendsandbehaviors,weofferourownexperiencesandadvicetopeopleinterviewingforthefirsttime.
Theinterviewsandsalarynegotiationsthatwedescribetookplaceatasmallliberalartscollegeintheearly1980s.Oneofusalreadyhadajobandfeltsecureinnegotiatinganewcontract,whereastheotherwasdelightedsimplytobeinterviewedanddidnotconsidernegotiating.Thisjobwouldprovideasecondaryin-come,sosalarywaslesscritical.Neitherofusconsideredthatthefuturemightrequireourfinancialindependence,whichitultimatelydid.Bothofourstartingsalarieswerelow,butaminimalnegotia-tionsignificantlyraisedtheinitialsalaryforoneofus.
Tenyearslater,byexaminingthepatternofsalariesbygenderatourinstitutionandbylookingatthedatapublishedinAcademe,2
thejournaloftheAAUP,werealizedtheconsequencesofourfail-uretoadequatelybargainfairandcomparablestartingsalaries.Notonlywereoursalariesunfairlylow,butsowerethoseofotherwomeninourinstitution.Byexaminingnationalaveragesatalllev-elsofcollegesanduniversities,welearnedthatthiswasanationalpattern.Ifaclassofpeoplestartswithalowbase-ratesalary,evenhighpercentageraiseswillnotallowthemtocatchupwithpeersinothergroups.
Inviewofourexperience,weofferthefollowingadvicetoyoungwomenandminoritieswhoareapplyingandinterviewingforacademicjobs:» ConsultAcademefortheaveragesalariesoftheinstitutionin
question.» Knowyourworthinyourfield.» Askyourintervieweraboutthesalaryrangefortheposition
thatyouhopetobeoffered.» Discoverotheraspectsoftheinstitution.» Beforegoingtothecampus,talktootherfaculty,graduatestu-
dents,andundergraduatesaboutthetreatmentandfeelingsofminoritiesoncampus.
» Includethesalaryyouexpectinyourcoverletter.» Beawarethatyoumaygetastockreactionfromadiscrimina-
toryinstitution,inthattheywillnotmeetyourfairsalaryre-quest.
WefoundAAUP’spublicationsmostvaluableforascertainingaveragesalariesinuniversitiesandcolleges.Thissourceisespe-ciallyvaluablefordataonprivateinstitutionsbecausedetailsoftheirsalariesarenotgenerallyavailable.Toourknowledge,sincetheearly19�0s,theMarch/Aprilissues�ofAAUPpublicationshavereportedontheeconomicstatusoftheprofessions.Forexample,inTable�ofthe2002report,�youwillfindevidenceofapparentsalarydiscriminationbasedonsexintheaggregatedataforallcollegesanduniversitieslisted.
Tofindanapproximationofyourworth,examinethesalaryrangespublishedinthejobadvertisementsinyourfieldinthe
Ifnoout-
standing
minority
orfemale
studentsare
identifiedat
theinstitu-
tion,this
couldbean
indicationof
thedepart-
mentaland
institutional
climatere-
gardingun-
derrepresent-
edminority
populations.
www.sciencecareers.org ��www.sciencecareers.org
Chronicle of Higher Education5andinyourprofessionaljournals.Thiswillgiveyouanideaofwhatisbeingofferedinthemarket.Youmayalsotalkwithgraduatestudentorpostdoctoralcolleaguesabouttheirinterviewingexperiencestolearnwhetherthesalaryyouhavebeenofferediscommen-suratewithwhattheyhavereceived.
Wesuggestyouavoidapplyingtoorinterviewingatinstitutionsthathavebeensanctionedorthathaveadministrationsthathavebeencen-suredbytheAAUP.SuchorganizationsarelistedonAAUP’sWebsites.TheAAUPcommitteeongovernanceinvestigatesseriousinfringementofgovernancestandardsrecognizedbytheassociation.Ifaninstitutionfailstomeetthesestandards,AAUPmaysanctionthatinstitutiontoforcecompliancewithitsguidelinesassetforthinitsStatementonGovernmentofCollegeandUniversitiesandderivativegovernancedocuments.ThreeinstitutionsarecurrentlyontheAAUPsanctionedlist,onefirstcitedalmost10yearsago.�TheAAUPCommitteeonAcademicFreedomandTenurecensuresadministrationsthatarenotobservingthegenerallyrecognizedprinciplesofacademicfreedomandtenureendorsedbytheassociationinits19�0StatementofPrinciplesonAcademicFreedomandTenure.�Asur-prisinglylargenumberofadministrations—��atthiswriting—arecurrentlyundercensurebecauseofinfringementorviolationoffacultyfreedomtoteach,conductresearch,orpublish.Youmaywanttorefrainfromacceptinganappointmentwithacensuredadministration.
Locatethedepartmenttowhichyouareapplying,reviewthenamesoffacultylistedinthatdepartment,andnotethediversityofitsfacultymembers.Contactafewofthembye-mailorbyphoneanddiscusstheirattitudestowardwomenandminorities.Askforthenamesoftheirbestgraduate,undergraduate,andminoritystudentsandcontactthosestu-dents.Iftheyfailtomentionoutstandingminorityorfemalestudents,thiscouldbeanindicationofthedepartmentalandinstitutionalclimateregard-ingunderrepresentedpopulations.
Ourexperienceonsearchcommitteeshastaughtusthatitisusuallyeffectivetoaskforthesalaryyouexpect.Weobservedthatwhitemalesaremoreassertiveinthisregardthanarewomenorminorities.However,ifyouarequalifiedforthejobandhaveaskedforasalarythatisreasonableintermsofthedatayoucollected,butyoudon’tgetanintervieworreceiveajoboffer,youmaybeexperiencinginstitutionaldiscrimination.Weknowofaninterviewatwhichawell-qualifiedwomanaskedforasalaryatthetopoftherange.Herrequestwasunequivocallydeniedandherinterviewwasimmediatelyterminated.However,themanwhowaseventuallyhiredforthatpositionwaslessqualifiedbutwasgiventheuppermostsalary.YoumaywishtonotifyAAUPinwritingifyoubelieveyouhavebeenunfairlytreatedduringyourinterviewprocess.Suchdocumentationisvaluableif
Todeterminetheenvironmentforwomenandminoritiesonthe
campusinquestion,firstfindtheuniversity’sorcollege’sWeb
siteorgetacopyofitsbulletin.
�8 www.sciencecareers.org www.sciencecareers.org
theAAUPinvestigatesthatinstitution.Weinviteyoutouseourchecklistwhenyouapplyandinter-
viewforjobs.Weurgeyoutodocumentanddiscussyourexperi-enceswithyourcolleagues.Youcaninfluencetheoutcomeofyourinterviewbybeingwellprepared,assertive,confident,andknowl-edgeable.However,onlyexcellentdocumentationandcollectiveactioncanidentifyinstitutionalracismandsexism.Wewishyousuccessfulnegotiating.ThisarticlefirstappearedonScienceCareers.org(NextWave)at:http://sciencecareers.sciencemag.org/career_development/previous_issues/articles/19�0/women_and_minorities_negotiating_salaries/
1. 2002AnnualReportontheEconomicStatusoftheProfession:http://www.aaup.org
2. Academe:http://www.aaup.org/publications/Academe/index.htm
�. March/AprilissuesAcademe:http://aaup.org/publications/academe/2006/06ma/06matoc.htm
�. 2002 AnnualReport:http://www.aaup.org/surveys�. Chronicle of Higher Education:http://www.chronicle.com�. 10yearsago:http://www.aaup.org/governance�. StatementofPrinciplesonAcademicFreedomandTenure:
http://www.aaup.org/Com-a/Censure.htm
THETOPFIVECHALLENGESFORPREGNANTSCIENTISTSbyLynnDicks
Pregnancychangesyourlife.Whenyoubecomepregnant,youbecomeadifferententityinemploymentlawandintheeyesofthoseyouworkwith.Yourresearchcanbeaffected
inmanyways,manyofthemunforeseeable.Here’saguidetohandlingthenewchallenges.
Challenge1:KnowYourRightsThemostimportantthingforscientistsstartingafamilyistounderstandtherightsofEuropeanmothersintheworkplace.The1992EuropeanDirectiveonpregnantworkersandnewmothers,1whichhassincebecomelawineverymemberstate,giveswomenemployeesanumberofimportantrights.
Youremployerisobligedtocarryoutariskassessment2onyourworkonceyouhavegivennoticeofyourpregnancy.Inmostcountries,youhavetodothisinwriting.Itisagoodideatonotifyyouremployerassoonaspossible,becausesomerisksarehigher
“Inpractice,
onlyalimited
numberof
chemicals
havebeen
properly
testedfor
reproductive
toxicity,so
manyhazards
arenotknown
about,”says
toxicologist
andU.K.
government
adviserPaul
Illing.
www.sciencecareers.org �9www.sciencecareers.org
earlyinpregnancy.Anyrisksidentifiedbytheriskassessmentshouldbeavoided.Ifitisnotpossibletoavoidthem,youareentitledtopaidleavefortheperiodofthepregnancy.
Thedirectivedemandsaminimumof1�weekspaidmaternityleave.Itprotectsyoufrombeingdismissedbecauseofpregnancyandentitlesyoutotimeoffforantenatalchecks.Italsocoverswomenwhoarestillbreastfeedingwhentheyreturntowork.Breastfeedingmothersareprotectedfromchemicalandbiologicalhazardsinthesamewayaspregnantmothers,andemployersarerequiredtoprovideaprivate,comfortablespacesuitableforbreastfeedingorbreast-milkextraction(notatoilet).
Ifyou’reastudent,Ph.D.orotherwise,thislawdoesnotprotectyou.Still,mostfundingbodieswillpayaperiodofmaternityleaveforpostgraduatestudents,andinstitutionsandcompanieswhosepremisestheyworkonwilltreatthemasmembersofstaffintermsofhealthandsafety.Butwhetherstudentsareentitledtopaidextendedleaveduetoapregnancy-relatedriskisstillagreyareainmostinstitutions.It’sworthfindingoutfromyoursupervisororinstitutewhereyoustandbeforethesituationarises.
Challenge2:YourAbilitytoDoYourJobSomepartsofyourjobmaybecomeuncomfortableorimpossiblewhenyouarepregnant.Manualliftingisdangerous,becauseyourligamentsaresoftened.Lonefieldworkisnotadvisable,andactivitiesthatputyourbodyunderstress,suchasdivingorclimbing,areout.Longhoursandworkinginhotconditionsshouldbeavoided.Sittingonuncomfortablelabstoolsorstandingforlongperiodsarenotonlydifficultbutincreasetheriskoflowbirthweightorpretermdelivery.Inearlypregnancy,thesmellofchemicalsyouareworkingwithmaymakeyouvomit.Theseareallrecognisedrisks.Makesurethepersondoingyourriskassessmentknowswhatdifficultiesyouarefacing.
Itisn’talwayspracticaltosetasideyourwork-relatedresponsibilities,butthehealthofyourfuturechildmaydependonit.“Oftenthesolutionissimplytorotateyourjobwithsomeoneelseorvaryyourduties,soyouarenotinoneplaceforsolong,”saysJanePaul,ahealthandsafetyexpertwhoadvisestheInternationalLabourOrganisation�(ILO).
Sometimesitistheemployerortheauthorities,ratherthanthescientistherself,thatimposestherestrictions,andthiscanleadtofrustratingconflicts.AsapregnantecologystudentintheUnitedKingdom,Iwasforcedbymyfundingbodytobeaccompaniedduringfieldwork.Thiswasaseriousinconvenience.Iwasleftresponsibleforfindingsomeonetojoinmeandwithnoresourcestopaythem.
TheEuropeanDirectiveonpregnantworkersstatesthatyoucannotberequiredtodonightworkwhilepregnant.Insomecountries,includingGermany,nightworkisactuallyillegalforpregnantworkers,whichcouldbeaseriousproblemforyoungscientistseagertogetaccesstobigequipmentatoff-peaktimes.
Ingeneral,thesolutionistoanticipatetheproblemandplanyourworkcarefully.ScientistsattheBritishAntarcticSurvey(BAS)cannolonger“gosouth”whentheygetpregnant.SeveralwomenatBAShave
�0 www.sciencecareers.org www.sciencecareers.org
hadchildrenrecentlyorareaboutto,buttherehasbeenlittleinconvenience.EricWolff,aprincipalinvestigatoratBAS,says:“Wehavenotyethadateammemberwhowasunabletogoatthelastminutebecauseofpregnancy.Isuspectpeopleplantheirbabiesortheirtripssouthquitecarefully.”
Ifyouhaverecentlybecomepregnantorareplanningto,itcanbehelpfultoworkinateamsosomeoneelsecancovertheworkyoucan’tdo.NadineJohnston,amarineecologistatBASworkingonfeedwebsinthesouthernocean,issevenmonthspregnant.“Mydataaresamplesofkrillandfish,whichotherscancollectformetoanalyse,”shesays.
Challenge3:KeepingYourBabySafeThegreatestriskstoyourfoetusatworkarechemicalsknowntobeembryotoxinsandinfectiousdiseasesthatcancausebirthdefectsorspontaneousabortion.Ionisingradiationisalsoaproblem,especiallyifitcomesfromradionuclidesofbone-buildingelementssuchascalciumandphosphorus,whicharepreferentiallytakenupbythefoetus.Safetylevelsforradionuclidesarelowerforpregnantwomen.Inthecaseoflead,levelsarelowerforallwomenofchildbearingage.
That’sbecausethefoetusismostvulnerableintheearlyweeksofpregnancy,whenyoumaynotknowyouarepregnant.IreneFiga-Talamanca,atoxicologistattheUniversityofRome“LaSapienza,”wouldprefertoseeallworkersexplicitlyprotectedfromreproductivehazards.“Manyoccupationalriskshaveeffectsveryearlyinpregnancyanddeterminesubfecundityinmenandwomen,”shesays.“Specificmeasuresforpregnantwomenmayhavenegativeconsequencesforwomen’semploymentopportunities.”
ToxicologistPaulIlling,anadvisertotheU.K.governmentonthesafetyofchemicalsatwork,assertsthatthehealthandsafetyregulationsassumeallwomenareintheearlystagesofpregnancy.“Intheory,everyoneisprotected,”hesays.“Inpractice,onlyalimitednumberofchemicalshavebeenproperlytestedforreproductivetoxicity,somanyhazardsarenotknownabout.”FiguresfromILOindicatethatofthehundredsofthousandsofchemicalsinregularuseinlabs,about2,�00ofthemhavebeentestedforreproductiveeffects,saysILO’sPaul.
Evengroupsofchemicalsthathavebeentestedcanbesteepedincontroversy.Theethyleneglycolethersusedinthesemiconductorindustryareknowntobeembryotoxins,forexample,butthereisdisagreementbetweenAmericanandBritishstudiesaboutwhetherthereisarealeffectonhumanpregnancies.
Ifyouworkwithchemicalsyouthinkmayposeariskbutarenotonanylistofrecognisedhazards,theonlysolutionistofamiliariseyourselfwithwhatisknownaboutthemandletyouremployerknowyouareuncomfortableaboutthesafetyofyourbaby.Withoutlegislation,anemployerisnotobligedtotakeanyaction,butyoumayreachanagreement.
Ifyouwork
withchemi-
calsyou
thinkmay
posearisk
butarenot
onanylistof
recognised
hazards,the
onlysolution
istofamiliar-
iseyourself
withwhatis
knownabout
themandlet
youremployer
knowyouare
uncomfort-
ableaboutthe
safetyofyour
baby.
www.sciencecareers.org �1www.sciencecareers.org
Whenitcomestoinfectiousdiseasesfromanimals,DavidBuxton,headofpathologyattheMoredunResearchInstituteinEdinburgh,UnitedKingdom,isusedtohandlingtherisks.Heworksonthecausesofinfectiousabortioninsheep.TheintracellularbacteriumChlamydophila abortusandtheprotozoanparasiteToxoplasma gondiiaretwoofhismainsubjects.Theyarealsothereasonwhyallpregnantwomenaretold,antenatally,toavoidcontactwithfarmanimals,particularlysheepandlambs.
Buxton’steammanageshundredsofsheepandoftenworkswithanimalsthathavebeendeliberatelyinfected.“Oursafetyregulationsareferocious,”hesays.“Ifawomanispregnant,sheisnotjustexcludedfromthesheeppens.She’sexcludedfromthelabsaswell”—andconfinedtoherdesk.Womenaretoldthatifthereisanychancethattheymightbepregnant,theymustsaysoimmediately.Buxtonadmitsthattherestoftheteamhavetoworkhardertosupportwomenwhocannotbeinvolvedwiththepracticalwork.
Challenge4:TakingMaternityLeaveTakingtimeofftohaveyourbabyhasitsownproblems,especiallyifyouworkinafast-movingfield.Ayearlater,yourworkmaybesupersededandyourcommandoftheliteratureweak.Getthepaperpublishedbeforeyougo.
“Takingtimeofftohavechildrenreducesyourvisibilityintheinternationalcommunity,”saysWolff.“Regularattendanceatconferencesisimportant.Ifyouareoffthehorizon,peopleforgettoinviteyouasaspeakerorinvolveyouincollaboration.”BASgoestoconsiderablelengthstoensurethatmothersandmothers-to-beareabletoattendatleastoneconferenceayear.
“ThenumberofinvitedtalksisoneofthefactorsincludedintheResearchAssessmentExercise,bywhichuniversitydepartmentsareratednationally,”saysPennyGowland,professorofphysicsatNottinghamUniversityintheUnitedKingdom.Gowlandencourageswomentocomebackfrommaternityleavewithconfidence.“Donotallowyourselftobesidelinedbecauseyouhavebeenawayforawhileandyoucannolongerengageinthelong-hoursculture,”shesays.
OtherusefulWebsites» EuropeanAgencyforSafetyandHealthatWork�
» UnitedKingdomHealthandSafetyExecutive�
» RoyalSocietyofChemistryguidanceonpregnancy andchemicalsatwork�(soontobesupersededbyanewedition).
�2 www.sciencecareers.org www.sciencecareers.org
Challenge5:CopingwithDiscriminationTheSpanishwordforpregnantisembarazada.Arescientistswhofindthemselves“embarrassedwithchild”treateddifferentlybytheircolleaguesbecauseoftheircondition?Thereislittlesignofthisinthepublicsciencesector,universities,andresearchinstitutes.Femalescientistsreportfullsupportfromthosearoundthem.Butthereisplentyofevidenceofdiscriminationinothersectors.“Thereiswidespreadprejudiceagainstpregnantwomen,particularlyinsmallcompanies,”saysPaul.“Thereisanassumptionthatmaternityabsenceisexpensive.Womendon’twanttotelltheiremployertheyarepregnant,incasethereareredundanciescomingup.”
Intheworldofsmallbiotechandpharmabusinesses,thissituationisalltoofamiliar.RecentresearchbytheEqualOpportunitiesCommission�intheUnitedKingdomfoundthat�%ofpregnantwomen—�0,000peopleayear—losetheirjobsbecausetheyarepregnant.Paulwarnsthatscientificcompaniesmustguardagainstthisdiscrimination;notonlyisitillegal,itriskslosingthehugepotentialofwomenintheworkforce.
AcrossEurope,only1�%ofscientistsintheprivatesectorarewomen,halftheproportionyoufindinthepublicsector.RagnhildSohlbergrepresentstheenergycompanyNorsk-Hydroandwasco-chairoftheEuropeanCommission’sCommitteeonWomeninIndustrialResearch.8ComingfromNorway,wherewomenactuallydominateinareassuchasbiomedicalscience,shehasadifferentperspective.Shebelievesscience,particularlyengineeringandphysicalsciences,isagoodcareerforwomenbecausesomuchofitiscomputer-basedandcanbedoneatanytime.
SohlbergwasshockedonedaytohearaGermancolleaguesuggestthatfemalescientistsshouldnothavechildrenbecauseitwillruintheircareers.WhatistheScandinaviansecret?“It’stodowithattitude,”shesays—theattitudeofthegovernment,thescientificcommunity,andoffamiliesthemselves.InNorway,womenscientistsareverywellsupported.Maternitypayisoneyear;childcareislargelytakeninchargebythestate.“Weneedsometremendouschangesofattitudeonthecontinent,”saysSohlberg.Individualscientistsworkingwhilepregnantcanhelpbringaboutthischange,aslongastheystayeffectivebyexercisingtheirrightsandkeepingtheirworkcomfortableandsafe.
ThisarticlefirstappearedonScienceCareers.org(NextWave)athttp://sciencecareers.sciencemag.org/career_development/previous_issues/articles/200�_0�_0�/the_top_five_challenges_for_pregnant_scientists/
1. Pregnantworkersandnewmothers:http://osha.europa.eu/data/legislation/10
2. Riskassessment:http://www.europa-eu.int
Alvord
believesin
asystemof
healthcare,
especially
butnot
exclusively
forNative
Americans,
basedon
bothmodern
medicine
and
traditional
wisdom.
www.sciencecareers.org ��www.sciencecareers.org
�. InternationalLabourOrganisation(ILO)http://www.ilo.org�. EuropeanAgencyforSafetyandHealthatWork:http://osha.europa.
eu/OSHA�. UnitedKingdomHealth&SafetyExecutive:http://www.hse.gov.uk�. Guidanceonpregnancyandchemicalsatwork:http://www.rsc.org/
pdf/ehsc/pregnancy.pdf�. EqualOpportunitiesCommission:http://www.eoc.org.uk8. CommitteeonWomeninIndustrialResearch:http://ec.europa.eu/
research/science-society/women/wir/index_en.html
BRIDGINGTHECULTURALDIVIDEINMEDICINEbyEdnaFrancisco
YoumightsaythatLoriArvisoAlvordwaspredestinedtobecomeadoctor.AccordingtoaNavajotradition,parentsburytheirnewborn’splacentaandumbilicalcordataspecialsitethatrepresentstheir
dreamsforthechild.BecauseAlvord’sfatherwasstationedatamilitarybaseinTacoma,Washington,Alvordwasbornatoneofthelocalhospitals,andthereherplacentaremained.Yearslater,Alvordbecamearegularpres-enceinhospitalsastheveryfirstNavajowomansurgeon.
AsanassociatedeanofstudentandmulticulturalaffairsatDartmouthMedicalSchoolinHanover,NewHampshire,Alvordisattemptingtobridgetwoworldsofhealing:NavajoandWesternmedicine.Alvordbelievesinasystemofhealthcare,especiallybutnotexclusivelyforNativeAmericans,basedonbothmodernmedicineandtraditionalwisdom.“Mywholeobjec-tiveistotrytoachieveabetterwaytodeliverhealthcarenotjustfornativepeople,butforeveryone,”sheexplains.Alvordhopes,too,thatsuchanapproachwillinspireyoungNativeAmericanstobecomephysiciansandaddressmanyoftheconflictsbetweenWesternmedicineandNativeAmeri-cantraditions.
Duringhermedicaltraining,AlvordstruggledbecausebeingNavajoandafemalesurgeonwasrare.(Itstillis.)Makingitthroughtrainingmeantgoingagainstsomenativetraditionsandadaptingtosomenonnativeways.Buttheseexperiencesgaveherapioneeringpointofviewonhowhealingcanbeimproved.
SeparatedfortheFirstTimeHalfCaucasianandhalfNavajo,AlvordgrewuponareservationinCrown-point,NewMexico.Asachild,herbiggestdreamwastogetacollegedegree.BecauseDartmouthCollegehadasmallandsupportivegroupofNativeAmericanstudents,Alvordappliedthereandnowhereelse.AfterbeingacceptedatDartmouth,Alvordstartedlearninghowtosurviveinahigh-pressureacademicworld.
LeavinghomeforcollegewasnoteasyforAlvordbecauseitviolatedhozho,or“walkinginbeauty,”aNavajolifestylethatencouragesbalance
�� www.sciencecareers.org www.sciencecareers.org
andharmony.TheNavajobelievethefoursacredmountainsthatsurroundtheirtraditionallandprovideprotectionandthatmovingawaywouldcausedisorderinthelivesofthepeople.
Alvord,amongthefirstwomenandNativeAmericanstoat-tendDartmouthCollege,hadadifficulttimeadjustingasaresultofthesexismandracismoncampus.Malestudentsgenerallydis-likedthepresenceoffemalestudents.TheunofficialDartmouthmascotresembledaHollywoodIndian,withwarpaintandfakefeathers.Shealsohaddifficultyrelatingtonon-Indianstudentsbecauseofculturaldifferences.Yetdespitetheseproblems,Al-vordwasgratefulfortheopportunitytobeapartofDartmouth’seffortstoprovideNativeAmericanswithanIvyLeagueeducation.Shegraduatedin19�9withadoublemajorinpsychologyandsociologyandhopedtoworkonherreservation.
NewCareer,BiggerChallengesMajoringinpsychologyfueledherinterestinthehumanbrain,andshelandedajobasaresearchassistantinabrainphysiologylabattheUniversityofNewMexico(UNM).Shehadoncegivenuponscienceafterreceivinga“D”incollegecalculus,aresultofpoorhighschoolpreparation.Dartmouth,however,quicklyremediedhereducationalshortcomings.
Alvord’sresearchexperiencepromptedhertotakepremedcoursesatUNM.SoonshefoundresonancesbetweenscienceandtraditionalNavajoteachings.Inherautobiography,The Scalpel and the Silver Bear(BantamBooks,NewYork,NY,1999),Alvorddescribedhernewpassion:“Thewaythewhitebloodcellsattackanintrudingvirus,thewaytoomuchortoolittleofanythingdis-turbsthebodyfunctions...itwasallhozho,thebeautifulbalanceoftheuniverse,rephrasedinscientificterms.”
AlvordeventuallyattendedmedicalschoolatStanfordUni-versity,butshecontinuedtostrugglewithculturaldifferences.Al-vorddislikedattractingattentiontoherselfandbeingcompetitive.Shewasn’tcomfortablebombardingherpatientswithquestions,touchingthem,orlookingthemdirectlyintheeye.TheseactionsviolatedNavajonotionsofrespect.ShealsofeareddissectingcadaversbecauseNavajosbelievetheyharborevilspirits.IntimeshedealtwiththesechallengesandlearnedtoplacetheminthecontextofWesternmedicine.
NewIdeastoImproveHealthCareAlvordreturnedtoserveherpeoplewhenevershecouldduringhermedicaltrainingandearlypractice.BeingaroundotherNavajopeoplebenefitedherbymakingherfeelcomfortableandraisingherconfidenceasasurgeon.RonLujan,anotherNativeAmericansurgeon,showedherwaystodoherjobwhilehonoringnativetraditions—apracticethatputherandherpatientsatease:touch-ingpatientsrespectfullyandonlywhenshehadto,notrushing
Unlike
non-
Indiandoc-
torswho
focussolely
onthedis-
easedpart
ofthebody,
Alvordsays,
thehealers
examinethe
patient’sen-
tirelife,look-
ingforthings
thatareun-
balanced.In
Navajotradi-
tions,illness
isseenasthe
resultof
beingoutof
harmonyor
balancein
someareaof
life.
www.sciencecareers.org ��www.sciencecareers.org
herpatientsforanswers,treatingthemlikefamily,andgenerallyworkingtogaintheirtrust.Alvordnoticedthatwhenpatientsfeltcaredforandrespectedbytheircaretakers,theyseemedtodobetterduringandafteroperations.
AlvordalsolearnedthatNavajohealers’waysofcuringpeoplewerebeneficial,sosheworkedtointegratethemintohercaregivingmethodolo-gies.“ScienceisbeginningtocatchupwithNativephilosophies,”shesays.“Wenowknowthatreducingstressandanxietycanhavepositiveeffectsonhowourbodiesfunctionandthatthemindisabletohelpthebodyheal.[Navajoandother]healingceremoniesaredesignedtohelpthemindhealthebody,throughavarietyofmechanisms.”
Unlikenon-Indiandoctorswhofocussolelyonthediseased
partofthebody,Alvordsays,thehealersexaminethepatient’s
entirelife,lookingforthingsthatareunbalanced.InNavajo
traditions,illnessisseenastheresultofbeingoutofharmony
orbalanceinsomeareaoflife.
Inthelongrun,AlvordbelievesNavajophilosophiesshouldbeusedtotreatpatientsofanyculturalbackground.Shearguesthatmanypeoplefeelthattheirdoctorsdon’tunderstandthemanddon’tcareenoughaboutthem.ShealsopointsoutthatWesternmedicinehasbeenbusinesslikeandbaseduponahistorythathasbeendominatedbywhitemen.Convert-ingoldhospitalsinto“beautifulhealingenvironments,”ratherthanjusthavingsquare,coldroomswithbarewalls,willalsohelprelievepatients’stressandacceleratehealing.
Theyoungwomanwhofacedbarriersfromtwocultures—herownandthedominantone—hasevolvedintoaninfluentialforceinmedicineandonewho“lovesbreakingstereotypes.”TodayAlvordcontinuesto“walkinbeauty”withherhusbandandtwochildren.
ThisarticlefirstappearedonScienceCareers.org(NextWave)at:http://sciencecareers.sciencemag.org/career_development/previous_issues/articles/���0/bridging_the_cultural_divide_in_medicine/
www.sciencecareers.org
LEADERSHIPONTHEMOUNTAIN:LessonsfortheLabbyKathyBarker
“Challenge is the core and mainspring of all human activity. If there’s an ocean, we cross it; if there’s a disease, we cure it; if there’s a wrong, we right it; if there’s a record, we break it; and, finally, if there’s a mountain, we climb it.”—ClimbinghistorianJamesRamseyUllman
Scientistsarecomingtotermswiththefactthatrunningalabreallyisrunningabusiness.Yet,inlookingforinspiration,mostscientistsfindmanagementandbusinessleadershipbooks—
withtheirbottomlineofsell,sell,sell—lessthanpalatable.Scientificresearchisaproduct,butformostofusitisn’tallaboutthemoney.It’saboutthescienceandthechallenge.Whenitcomestomanage-mentandleadershiptomes,wewanttoreadaboutleadershipmoti-
�.Leadershipand ManagementintheLab
�� www.sciencecareers.org
��www.sciencecareers.org
�.Leadershipand ManagementintheLab
vatedbyneedsotherthangettingrichandpleasingstockholders.Looktothemountains!Or,morepractically,looktothelargegenreof
mountain-climbingbooksforinspirationonleadershipandforguidanceonhowtobuildandmotivateateam.
Decisionsinthelabdonothaveasimpleendpointlikegettingtothesummit,nordolaboratoryerrorshaveimmediatelife-or-deathconsequenc-es.Usually.Buttheconcentratedstoriesofconflictandtriumph,causeandeffectfoundinmountaineeringbooks—thesestoriesmeasuredoverweeksandmonthsinsteadofyears,astheymightbeinthelaboratory—makeforaccessible,easilytransferablelessons.
ChoosingandCultivatingYourTeamLeadersonthemountainsandinthelaboftenfeel,atfirst,similarlyun-equippedforthejob.Onechoosestobecomeaprincipalinvestigator(PI)oranexpeditionheadbecauseoftechnicalskills,butsuccessdependsonemotionalresilienceandcommunicationskills.Mountainsarenotclimbedalone,andresearchisnotdoneinavacuum;iftheexpeditionleaderorPIdoesn’tknowhowtochooseandgetthemostoutofteammembers,aprojecthaslittlechanceofsuccess.
“Most of all, our expedition needed a leader, someone with a strong personality who could gather the right people around him and fuse them into a close-knit unit that could work smoothly under the most miserable circumstances.”—ArtDavidson,Minus 1�8°: First Winter Ascent of Mt. McKinley ,p.21
Asinalab,onamountainbadpeopleareworsethannopeople,andtheleaderneedstobecarefultochoosepersonnelwellandtointerveneifmembersofthegrouparehavingproblemsworkingtogether.Convincedthatoneofthereasonsforthefailureofthe19��expeditiontosummitK2hadbeentherelativeinexperienceofmostoftheteammembers,leadersofthe19�8expeditiondecidedthattheywouldchooseonlyhighlymoti-vatedclimberswithexperienceover20,000feet(�,100meters).Choosingteammemberswithcompatiblepersonalitieswasnotamajorconsidera-tion,andseveralteammembersknowntobecontentiouswereincluded.
Althoughthe19�8expeditionwouldgetfourmemberstothesummitofK2,therancorwithinthegroupiswhatmanyrememberandwhatisthesubjectofgreatdiscussionsinA Life on the EdgeandAddicted to Danger.Therewerestormsandissueswiththeroute,butproblemsamongtheclimberscreatedanatmospherethatpoisonedeveryone.
“Constantly frustrated by the weather, people’s nerves were fraying. De-spite my attempts to run a democratic operation that gave everyone an even chance, different levels of skills and motivation were sorting us into two groups. Mediating between the two was difficult, not to mention thankless.” —JimWhittaker,A Life on the Edge: Memoirs of Everest and Beyond,p.192
�8 www.sciencecareers.org www.sciencecareers.org
Onememberoftheclimbthoughtthatthepresenceofprimadonnas,whobelievedthattheclimbwouldbeeasy,contributedtotheunease.Somemembersobjectedtothepresenceofwomen,andsomeobjectedtofavoritisminthechoiceofasummitteam.Severalteammemberswouldnotcompromisepersonalambitionintheslightest,makingitimpossibletoforgeasmoothlyfunction-ingteam.
JimWhittaker,theleaderofthe19�8expedition,suggeststhatconflictisinevitablewhendiverse,highlymotivatedpeopleundertakedangerousadventures.Conflictisprobablyinevitablewhenverydifferentandhighlymotivatedpeopledoanything.Onmountainorinlab,conflictisinevitable,buttheleadermustintervenetopreventthatconflictfromsimmeringoreruptingintofull-scalerebellion.Dealwitheveryissueassoonaspossible;problemswon’tgoawaybythemselves.
“I wanted our group spirit to outweigh our individual-achievement ethic—a lot to ask. To get here had required extraordinary perse-verance, even aggressiveness. Now that the final payoff was close, how could we be expected to let go of the very qualities that had got us here in the first place?”—ArleneBlum,Annapurna: A Woman’s Place,p.1�1
Thewaytheleaderhandlesthoseproblemswilldependonhisorherstyle,andontheindividualdynamicoftheteam.The19�8AmericanWomen’sHimalayanExpeditionputthefirstAmeri-cansonAnnapurnaIatatimewhenfewwomenwereinvitedonclimbingexpeditions.TeamleaderandbiochemistArleneBlumconsideredpersonalitiescarefullywhenassemblingtheteam,knowingthat“findingclimberswiththerightmentalandphysicalqualificationswasextremelyimportant....Formanyclimberstheinitialglamourofexpeditionaryclimbingsoonfades,andtheac-tualexperience—altitude,grindinghardwork,damp,cold,tedium,bureaucratichassles,thepossibilityofillnessorinjury—canbewearisome,disappointing,evendevastating....Thedeterminationneededtokeepmeltingsnowforwaterandcookingcanultimatelybemorevaluablethantheskillneededtoclimbsteepice.”(Blum,p.1�)Anaside:There’sanotherlablessonhere—hireforcharac-ter,notjustfortechnicalexpertise.
Thewomenweredeterminedtoclimbthemountaininaspiritoftogetherness,andtheyconsideredthattobeasmuchofagoalasreachingthesummitofAnnapurna.Indeed,theyclimbedwithrelativelylittleconflict,albeitwithconstant,evenexcessivediscussion.Thisstyleofintensiveintrospectionandinteractionwasparticulartothedynamicofthisgroup,butitwas,apparently,effective.Thereareasmanywaystobealeaderandtobeateam,theirexperienceandtheexperiencesofotherexpeditionsprove,astherearepeople.Dowhatworksforyou.
Gettingthe
firstAmericans
onEverestin
19��viathe
SouthCol
routewould
bedangerous
andexciting
enoughand
wouldjustify
totheworld
thethree
years’worth
offund-raising
andorgan-
izing.Butsome
teammembers
wantedtoswap
a“safe”South
Colascentfor
theadditional
twistand
dangerofthe
WestRidge.
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ChoosingaProject:RiskVersusSuretyTheAmericanMountEverestexpeditionof19��putfourAmericansonthesummitofEverestviathealreadyclimbedSouthColroute,andtwoothersviaanunexploredroute,theWestRidge.Theexpedition,ledbyorganizerNormanDyhrenfurthandclimbingleaderWilliUnsoeld,wasoneofthemoststunningaccomplishmentsinthehistoryofclimbing,notjustforthemeetingnearthesummitoftwosuccessfulteamsfromoppositesidesofthemountain,butfortheteamworkthatmadethewholeteammuchgreat-erthanthesumoftheparticipants.
Settingthegoalsandchoosingtherightpeopletoaccomplisheachpartoftheroutewasintrinsictotheteams’success.GettingthefirstAmericansonEverestin19��viatheSouthColroutewouldbedangerousandexcitingenoughandwouldjustifytotheworldthethreeyears’worthoffund-raisingandorganizing.Butsometeammemberswantedtoswapa“safe”SouthColascentfortheadditionaltwistanddangeroftheWestRidge.Adecisiontoputresourcesandpeopleinthewrongplacecouldriskthesuccessoftheentireexpedition.
“The question, as Dave put it one night, was, who would be willing to put his energy into the West Ridge, with failure as a not unlikely outcome, when reaching the summit by the South Col seemed so much more assured?” —TomHornbein,Everest: The West Ridge,p.�8
Theroutestrategiesevolvedwithtime,asthedynamicandstrengthsoftheteamwereunveiledthroughweeksofslowlymovingupthemoun-tain.Teamleaderswereawareofdifferencesinpersonalitiesandskills—theclimbers’abilitytohandlealtitude,resilienceindealingwiththecoldandotherhazards,motivationtoclimbinthefaceofalmostcertainfrost-biteandthepossibilityofdeath—andthisknowledgehelpedsorttheteamintoverycompatibleandsuccessfulsubteams.Onlywhenthecapabilitiesoftheteamwereknowncouldtheobjectiverisksbeassessedandroutedecisionsbemade.
Eachscientistfacesthequestionofthesafe,fundableprojectversustheexcitingforayintoanewarea.You,theleader,mightbeabletoabsorbthefailure—butcanyourpostdoc?Therearenoguarantees.The19��Everestexpeditionwassuccessful,butasuddenstorm,arecalcitrantteammember,abadchoiceofroute...anyofthesefactorsmighthavemeantfailure,orworse.Youcanstayonthepredictableresearchpathifyouchooseto,buteventhatmightnotwork,especiallyifthefieldmovesonwithoutyou,propelledalongbysomeoneelse’ssuccessfulgamble.PIswarnthatitisunwisetoputofftryingsomethingnewtoolong.Constantlyreassessyourgoalsandcapabilities,aswellasyourteam’sgoalsandca-pabilities,andknowhowmuchriskeachpersoncanbear.
IndependenceOrNurturing?GuideOrClimber?ColleagueOrAcolyte?Untiladecadeorsoago,themountains20,000feetorhigherwereclimbedbyexpeditionspeopledwithtrainedmountaineerswhofunctionedasateam.Asmoreandmoreroutesupthedifficultmountainshavebeenes-tablished,amateurclimbershavestartedlookingforsomeonetoguide
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themupanestablishedroute—andprovedtopaywellforthisex-pertise.Clientsoftenoutnumberrealclimbers,andthishasahugeimpactonthewayteamsaremadeandmountainsareclimbed.
Themainimpactofthisdevelopmenthasbeenonthenewroleoftheteamleader.Onrealexpeditionsteammatesdependoneachother,whereasoncommercialexpeditions,clientsdependontheguides.Thishasledtoadeepculturegap,withsomeguidesbeingwillingtonurtureandpamper,andothersexpectingclientstobeindependentandresponsible.
Thisuncertaintyaboutresponsibilitiesishighlightedintheseriesofbooksaboutthe10May199�MountEverestdisaster,inwhichfivepeoplediedaloneinasuddenstormontheSouthColroute.Experiencedmountaineer,journalist,andclientJonKrakauer(Into Thin Air),andprofessionalclimberandguideAnatoliBoukreev(The Climb)disagreeonmanydetailsofthatdeadlyday.Buttheyagreethatthemultitudeofpeoplehighonthemountainanddependentforsurvivalnotonthemselves,butonaguide,wasarecipefordisaster.
“Neil said, ‘Anatoli, many of our members are at high altitude for the first time, and they don’t understand many of the simple things. They want us to hold their hands through everything.’ I re-plied simply, saying that was an absurd position. I repeated again my concerns that we had to encourage self-reliance.” —Boukreev,The Climb: Tragic Ambitions on Everest,p.8�
Unlessaclientiscapableoftroubleshootingathighaltitude,orisone-on-onewitharesponsibleguide,thepersonwillalwaysbeespeciallyvulnerable.
Anotherfactorinthedisastrous10MayonEverestwasthatwhatevertheexpectationswere,theywerenotmadeclear.Manycommercialexpeditionshaveadefinedturnaroundtime,atimewherethosewhohaven’tsummitedmustturnaroundandheadbackdownagain,lestnightfallfindexhaustedmembersstillonthemountain.Theleadersofthe10Maycommercialexpeditionswerevagueandcontradictoryaboutaturnaroundtime,andmanyclientsandguideswerestillstrugglingtoreachtheEverestsummitlateintheafternoon,evenascloudsbegantoenvelopthemoun-tain.
MostPIscanrecognizethedifficultyofthisdecision:Howmuchdoyouhelplabmemberswhoarenotasindependent,orasgifted,asothers?Doyoucarefullynurtureeachpersontohisorherowncapacity?Doyouwriteapaperforthestudentwhocan’tseemtogetitdone?OrdoyourefuseontheprinciplethatsinceyouaretrainingpotentialPIs,youaredoingnofavorsbyexpectinglessthancompleteself-sufficiency?
Yourchoiceswilldependnotonlyonyourownpersonality,butonyoursituation:Yourdegreeofmentorshipmaybedifferentwithasmalllabthanabiglab,oratasmallcollegeversusater-rifyinglycompetitiveuniversity.Thekeyistobeclearaboutyour
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expectations,aboutyourphilosophies.Thiswillhelpyouchooseateam,anditwillhelpprospectiveteammemberschooseaguide.Asyougo,yourideascan—andshould—change.Justbesuretoleteveryoneknowwhentheydo;don’tmakeyourteammembersguessaboutwhatisexpectedofthem.
“It is strange how when a dream is fulfilled there is little left but doubt.” —TomHornbein,Everest: The West Ridge,p.18�
Tenuremayseemahighsummit,butneithermountainpeaksnortenureassurefulfillment.Manyscientistsaredisappointedthatthemile-stonestheyreachfor—tenure,ormembershipintheacademy,orwhat-ever—donotprovideultimatesatisfaction.Thelastlessonfromthemoun-tainsmightbethatitistheeffortitself,nottheachievementofthesummit,thatbringssatisfaction.Thereisalwaysanothermountaintoclimb.
ThisarticlefirstappearedonScienceCareers.org(NextWave)at:http://sciencecareers.sciencemag.org/career_development/previous_issues/articles/2��0/leadership_on_the_mountain_lessons_for_the_lab/
PROJECTMANAGEMENTFORSCIENTISTS
byStanleyE.PortnyandJimAustin
Allscienceinvolvessomeboring,routinelabor—repetitiveworkinthelaboratory,grantwriting,keepingthebooks,andsoon—butsci-entificresearchisfundamentallycreative,andoftenunpredictable.
Asoftenasnot,thecoursetheresearchtakesisunexpected.Aprincipalinvestigator’s(PI’s)centralchallengeistokeepthelabafloatwhilestimu-latingandsupportingthehighestlevelsofcreativeinsightandtechnicalinnovation.Fewscientistsaretrainedtodothis;withmost,itcomesonlyfromexperience.Someneverlearntomanagetheirlaboratorieseffectively,andthisputsthemataconsiderabledisadvantagecomparedtotheircol-leagues.
Smallresearchlaboratorieshavetheirpredictableaspects;indeed,theymustbeviablebusinessentitiestosurviveandthrive.Thismeansassuringasufficientflowoffundstoattractandkeeptop-notchstaff,aswellastoobtainandmaintaintherequiredfacilitiesandequipment.Fur-thermore,likeshareholdersofacorporation,thestakeholdersinalabora-tory—fundingorganizations,hostinstitutions,taxpayers,andsoon—de-mandademonstrationofthevaluetheygetforthemoneytheyspend.ThisisespeciallyimportantforthePIwhenthetimecomestoseekagrantrenewal—ortenure.
Hereinliestherealchallengeforthesmalllaboratorymanager:Howcanyoucreateandmaintainanenvironmentthatallowsfreeandunbound-edcreativeexploration,yetassuressolvencyandmaintainsaccountabilitytothosewhohaveastakeinthelab’soperation?
Theansweriseffectivemanagement.Youneedtomanageyourlabo-
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ratorythesamewayyoudoyourscience:boldlybutmethodically,withtherightbalanceofpurposefulnessandopportunism.Projectmanagementprovidesthetoolsyouneedtosystematizetheman-agementofyourlaboratory,tomakesuretherisksyoutakearecalculated.Bestofall,you’relikelytofindthattakingastructuredapproachtomanagingthelaboratorynurtures,ratherthaninhibits,creativity.
WhatIsProjectManagement?Projectmanagementwascreatedmorethan�0yearsagotoman-agetechnicaldevelopmentandmanufacturingprojectsofgreatcomplexity.Initsearlydaysitwasahighlytechnicalfieldknownbest,perhaps,forgeneratingreamsofpaperwork.Eventoday,manypeoplethinkofprojectmanagementasaseriesofgraphs,charts,andprocedures,oftenimplementedthroughasoftwarepackage,designedtoplanandguidetocompletionrepetitiveandhighlypredictablework...or—worse—tofilltheemptyhoursofsoullessbureaucrats.
Projectmanagementhasevolvedovertheyears.Today’sprojectmanagementislessanarcanetechnicaldisciplinethanasetofprinciplesintendedtoprovideastructuredapproachtomak-ingtheeverydaydecisionsthatkeepabusinessrunning,evenasmallbusiness.Oralaboratory.
Projectmanagementbegins,asitshould,bydefiningitssub-ject:Aproject,accordingtoprojectmanagementtheory,isanactiv-itywiththreecharacteristics:» Specificoutcomesorresults» Definitestartandenddates» Establishedresourcebudgets
Projectscanbelargeorsmall,plannedandtrackedformallyorinformally,anddefinedbyalegalcontractoraninformalagree-ment.Theycaninvolveactivitiesthathavebeenperformedmanytimesbeforeorentirelynewapproachesandtechnologies.
ScienceProjectsAtfirstblushtheabovedefinitionofprojectsmaynotseemaper-fectfitfortheworkthatgoesoninasciencelab.Theoutcomesofaresearcheffortoftenlackaprecisedefinition.Whileaprojectmighthaveadefinitestartdate,anenddateisrarelyspecified.Evenwhenthefundingendsonaspecificdate,it’susuallyassumedthatarenewalwillbesought.Evenbudgets—whichare,regrettably,fixed—oftenseemfluid.
Sohowcanwebridgethisgapbetweenaproject’stechnicaldefinitionandaPI’sdailyexperience?First,byrealizingthatthesedifficultiesarenotlimitedtoscience.Indeed,somedegreeofam-biguityexistsineveryproject.Yet,inscienceasinotherkindsofprojects,thereisvalueintryingtoeliminateasmuchambiguityaspossible.
Second—andthismaybethemostimportantpointinrelating
Youneedto
manageyour
laboratorythe
samewayyou
doyoursci-
ence:boldly
butmethodi-
cally,withthe
rightbalance
ofpurposeful-
nessandop-
portunism.
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projectmanagementtoscience—thespecifiedoutcomes,enddates,andbudgetsarealwaysprovisional.Projectmanage-mentallows—indeed,insists—thatthecomponentsofaprojectbeconstantlyrevisedasnewinformationarises.Defining,forexample,thedesiredprojectoutcomemeansdecidingwhatyouhopetoaccomplishas of now, withtheunderstandingthatthosedefinitionswillprobablychangewithtime.
TheKeyComponentsofProjectManagementProjectmanagementissimplyguidingaprojectfrominceptiontosuccessfulcompletion,makingcoordinateduseofprocessesandsystemstoguideandencouragepeopletosuccessfullyperformaproject’swork.
Thethreekeystepsofprojectmanagementare:
One:Planning—clarifying:» Desiredprojectoutcomes» Stakeholders:whowillbeaffectedby,areneededtosupport,
orwillbeinterestedintheprojectoutcome?» Activitiesthathavetobeperformedtocompletetheproject» Datesonwhicheachprojectactivitywillstartandend» Budgetsforallrequiredprojectresources(including,butnot
limitedto,money)» Significantprojectrisksandhowtheywillbemanaged
Two:Organizing—specifyingrolesandresponsibilitiesforprojectpersonnel
Three:Controllingtheperformanceofprojectwork—including:» Organizing,focusing,andcontinuallymotivatingprojectper-
sonnel» Trackingandcomparingprojectworkandresultsagainstthe
plan» Consideringandmakingchangestoplanswhentrackingsug-
gestsachangeiscalledfor» Keepingeveryoneinformedofprojectaccomplishments,is-
sues,andchanges» Continuouslytrackinganddealingwithevolvingprojectrisk
Organizationinformationsystemscanbeusedtosupportprojectplanningandcontrol,includingthemaintenanceofrecordsof:» Thedatesonwhichactivitiesarestartedandcompletedand
milestonesarereached» Theamountofworkeffortexpendedbypeopleonproject
activities» Thefundsexpendedonprojectactivities
Putanotherway:Projectmanagementexpandstheconceptof“budgeting”tocovernotjustmonetaryresources,butother
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resourcessuchastimeandpersonnel.
Encouragingpeopletoperformuptotheirmaximumpotentialmeans:
» Helpingeachpersontoappreciate:–Thevaluetohimorherselfandtotheorganizationofthe
projectingeneralandofhisorherassignment,inparticular–Thefeasibilityofsuccessfullyaccomplishingtheprojectobjec-
tives» Regularlyprovidingprojectpersonnelinformationabouthow
theiractualperformanceandaccomplishmentscomparetowhatisplanned
» Acknowledgingpeople’scontributionstooverallprojectsuccess
Projectplans,expenditurereports,andteammeetingswillnot,inandofthemselves,guaranteeprojectsuccess.Thegreat-estchancesforsuccessareachievedwhenprojectinformationisusedtoalign,guide,andmotivateteammembers,andwhentheseteammembers,inturn,usethisinformationtoguidetheirwork.Aprojectrarelystickstoapredeterminedcourse.Projectsflowandevolve;projectmanagementisawayofmakingsurethatthekeyplayersremainmotivated,andthattheirobjectivesremainaligned.
KeyPremisesThatLeadtoProjectSuccessThegreatestchancesforprojectsuccessarerealizedwhenPIs,act-ingasmanagers,embracethefollowingpremises.
Project management is a way of thinking and behaving, rather than just a way of analyzing and presenting data.Managingaprojectef-fectivelymeansthinkingbeforeacting,identifyinganddealingwithpotentialproblemsbeforetheyoccur,andconstantlymonitoringtodeterminewhetheryouractionsareachievingtheirdesiredresults.Thegoalistointernalizeprojectmanagement,tomakeitsecondnature,awayofthinkingaboutthedecisionsyoumakeinmanag-ingyourlaboratory.
Attempting to control all aspects of a project assures the greatest chance of success, but you will never succeed at controlling every-thing. That's okay.Projectplansrepresentyourcurrentthought,atanygiventime,abouthowthegoalsoftheprojectwillbeachieved.Evenifanticipatedapproacheshaveneverbeentriedbefore,itisimportanttodescribewhatyouproposetodo,howyouexpecttheprojecttounfold,andtheresultsyouhopetoachieve.Thelesscertainyouarethattheplanwillwork,themorecloselyyoushouldmonitorongoingperformancetoidentifydeviationsfromtheplanasquicklyaspossible.Ifaplannedapproachseemsnottobeworking,clearchoicesshouldbemadeabouthowtomodifyexist-ingplansandguidetheworkinnewdirections.
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People, not numbers and graphs, create successful projects.Themajorpurposeofprojectmanagementistoalignandmotivatepeopleandtosup-porttheirdecisionmaking.Itispeople’screativeinsightsandperformancethatwillultimatelyleadtoprojectsuccess,notanumberoragraph.Sokeepyourpeopleonthesamepage,butmakesurethey’rehappyandhaveroomtobreathe.
ThisarticlefirstappearedonScienceCareers.org(NextWave)at:http://sciencecareers.sciencemag.org/career_development/previous_issues/articles/1��0/project_management_for_scientists
LABSAFETYREQUIRESTRAININGANDCOMMITMENTbyJohnK.Borchardt
Whatcangowrong?WhatcanIdotominimizerisksofanexperi-ment?WhatdoIdoifsomethingdoesgowrong?Researchersneedtoaskthemselvesthesequestionswhenevertheybegina
newexperiment,advisesJamesKaufman,presidentandCEOoftheLabo-ratorySafetyInstitute,aproviderofsafetytrainingandotherservicestoacademiaandindustry.“Thefrequencyofacademicresearchlabaccidentsis10to�0timesgreaterthaninindustriallabs.Sothereisalotofroomforimprovingsafety.”Whereastheuniversitycanandshouldtakeveryseri-ouslythesafetyoftheirstudents,postdocs,andotherworkers,itwouldbefoolishforthoseinthelabtodependonotherstotakecareofthings,Kaufmansuggests.Keepingresearcherssafeisultimatelytheresponsibil-ityofresearchersthemselves.
BeforeYouStartResearchers,ofcourse,oftenhaveotherthingsontheirminds—likere-search.Furthermore,theyusuallylackspecifictraininginthedifficulttaskofkeepingthemselvesandtheirlaboratoriessafe—especiallyearlyintheircareers.It’snaturalforyoungscientistsandsciencestudentstoassumethattheinstitutionswherethey’retrainingwilltakecareofthem,butthat’sapotentiallydangerousassumption.Sohowshouldpeopleinthelabora-torygoaboutrisingtothechallengeofkeepingthemselvesandtheircol-leaguessafe?
Thefirststepshouldbetolearntheirinstitution’spoliciesandprac-tices,saysMicheleJohnsonoftheUniversityofUtahEnvironmentalHealthandSafetyDepartment.Johnsonproposesthreequestionsofherownthatresearchersneedtoanswerbeforetheworkinthelabgetsstarted:» WhatsafetytrainingdoIneed?» HowdoIgetit?» WhodoIgotoifIhavesafetyconcerns?
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Thislastquestionisimportantbecauseitisthekeytofindinganswerstothefirsttwo.Onsomecampuses,principalinvestiga-tors(whorarelyhaverigoroussafetytraining)havetheresponsi-bilityforensuringasafeworkingenvironment.Onothercampusesitisthefacilitiesmanager.Whydoesitmattertoresearcherswho’sincharge?RalphAllen,DirectoroftheUniversityofVirginia’sOfficeofEnvironmentalHealthandSafety,putsitthisway:“Theyneedtoprotectthemselvessincethelabisaplacewherethingsareinher-entlydangerous.Soit’simportanttoknowwheretogoforsafetyinformationandknowwhomtoconsult.”
IntheLab“Ninetimesoutof10,labaccidentsarecausedbyoperatorer-ror,”observesJohnson—andoperatorerror,inturn,isoftenduetooperatorfatigue,inattention,orhaste.Othercommoncausesoflaboratoryaccidentsareimproperuseofequipment,theuseofthewrongtoolforthejob,andpoorequipmentmaintenance.
AttheUniversityofVirginia,organicchemistrystudentswerestoringsamplestheypreparedinanunlabeledrefrigeratorthatwasnotexplosionproof.Whentherefrigeratorexploded,thedoorstothemainlabwereblowntotheothersideoftheroomwheretheyhitanapparatususedtopurifysolvents.
There’sahappyending.Thesolvent-purificationsetupwasmadeofmetal;similarsetups,inlaboratoriesacrossAmerica,aremadeofglass.Themetalpurificationsystemwasdamaged,butifithadbeenglassafireprobablywouldhaveresulted,causingfarmoreextensivedamage.
Nooneknowswhochosethatoldrefrigerator,butmanypeopleovertheyears—PI’s,administrators,countlessstudents,postdocs,andotherlabstaffers—couldhaverecognizedthethreatitposedandswitcheditout.Butuntilthisaccident,noonedid.
Aftertheaccident,theuniversitytradedoutalltheiroldre-frigeratorsforexplosion-proofmodelsandreplacedglasssolvent-purificationsystemswithmetalones.Iffacultymemberslackedfundstoreplacetheirunsafeequipment,theuniversitypaidthetab.Ittookanearcatastrophetoidentifytheproblem,buttheUVAisnowasaferplacefortheworkersinitslaboratories.
Recognizingsuchrisksisn’teasy,butitisessentialiflabsaretobesafeplacestowork.“Researchersthemselvesmustmaintainlabsfromasafetyperspective,”advisesJimKapin,200�chairoftheAmericanChemicalSocietyDivisionofChemicalHealthandSafetyandseniorstaffscientistwithAdvancedChemicalSafety,afirmthatconductsacademicresearchlabsafetyinspectionsandtrainingprograms.
InalaboratoryatOhioStateUniversity,solventbottlesfellfromthetopshelfofafour-shelfflammable-solventstoragecabi-netbecausetheclipsusedtosecuretheshelffailed.Theclipshadbeenmodifiedimproperly,probablyinthedistantpastbyare-searcherwhomnooneremembers.Anaccidenthadbeenstalkingthelabeversince.
“Researchers
themselves
mustmain-
tainlabs
fromasafety
perspec-
tive.”—Jim
Kapin,200�
chairofthe
American
ChemicalSo-
cietyDivision
ofChemical
Healthand
Safety
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Whenitfinallypouncedaspillresulted,andthesupplyofspill-controlagentprovedinadequatetoabsorbthespill.Solventvaporsforcedthestudentstoretreatandthebuildingwasevacuated.Anexplosionandafirefollowed,destroyingthelaboratory.Fortunately,researcherssufferedonlyminorinjuries,butthedamagewasextensive.
Thisincidentdemonstrateshowthechoicesscientistsmakeaffectnotjusttheirownsafetybutalsothesafetyoftheircolleagues,foryearstocome.Italsoshowshowimportant—andhowhard—itcanbeforresearch-erstoidentifyunsafeconditionsintheirlaboratory.Improperlymodifiedshelfsupportswouldbehardforanyonetospotinaroutineinspection,butanattentivestaffermighthavenoticed,whenplacingabottleontheshelf,thatthesupportsseemedweakorunsteady.Ifshehad,theproblemmighthavebeensolvedbeforetheaccidentoccurred.Laboratoryworkersandmanagers—andsafetyinspectors—madeanotherseriousmistake,thisonefarmoreroutineandeasiertospot:Theyfailedtomakesurethelaboratory’sspill-kitwasadequateforthevolumeofspillsthatwerelikelytooccur.
InterdisciplinaryRiskInterdisciplinaryresearchlabsmaypresentmorerisksthanlabsdoingworkinestablisheddisciplines,saysKapin,becausetherangeofrisksiswider.“Chemistsknowhownottoblowthingsup,”henotes,“butoftendon’tknowthebiologicalhazardsofworkingwithlaboratoryanimals.”Mixedenvironmentsalsomeanmoreopportunitiesforreagents,supplies,equipment,andresearcherstomixinunpredictableways,creatingnewrisks.Theonlyrealsolutioninsuchenvironmentsisextravigilance.“Con-stantvigilanceandregularinspectionsoffertheonlyhopeforspottingtheseproblems,”saysKaufman.
SafetyGlassesFortunatelynotallsafety-relatedjudgmentsarehard.Onethingthat’sveryeasytodo—andthatstudents,postdocs,andotherlabworkscantakere-sponsibilityfor—isalwayswearsafetyglassesinthelab.Riskstoresearch-ers’eyes,notesKaufman,include“impactfromobjectssuchasbrokenglass,heat,dust,chemicals,andopticalradiation.”So“researchersshouldusetheappropriatesafetyglassesfortheparticularhazardsassociatedwiththeirexperiment.”Formoreseverechemicalsplashhazards,Kaufmanrecommendswearinggogglesandafaceshield.
It’simportanttolookbeyondyourfewfeetofbench;chemicalscansplash,andglassshardscanfly,alongway.“Youmayneedsafetyglasses,notforyourownwork,butforsomeoneelse’snearyou,”saysAllen.“Sopayattentiontowhat’sgoingonaroundyou,notjustyourownexperi-ments.”Andalwaysrememberthatsafetyglassescanprotectyoufromrisksyoumaynothaveeventhoughtof—sowearthemevenwhenthereisn’tanobviousreason.
In198�,theU.S.CentersforDiseaseControlandPreventionissuedabulletinrecommendingthatresearchersworkingwithmonkeyswearsafetyglasses.Tenyearslater,22-year-oldresearcherElizabethGriffinwasworkingatEmoryUniversity’sYerkesPrimateCenter.Shewasnotwearingeyeprotec-tionandamacaquemonkey’surinecontactedhereye.Ms.Griffinwipedher
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eyewithawetpapertowelandflushedit��minuteslater.Itwastoolittle,toolate:ShecontractedtheherpesBvirusanddiedwithintwomonths.
Threeyearslater,theCoulstonFoundation,whichalsousedmonkeysfordiseaseresearch,wascitedforlackofsafetyeye-glassesandotherpersonalprotectiveequipment.Andeventoday,Kaufmanobserves,theuseofeyeprotection“isnotashighasonemightreasonablyexpect.”Theproperuseofeyeprotectionseemstodepend,morethananythingelse,ontheexamplesetbythePIandseniorlabpersonnel(seetherelatedstory1).
InspectionsFrequentandregularlabsafetyinspectionsare“theonlyhopeforspottingproblems”accordingtoKaufman.Johnsonagreesthat“externalinspectionseverysixmonthsorsoareessential”—but,shesays,theyarenotsufficient.Johnsonrecommendsthatresearchgroupsdotheirowninternalinspectionsonceamonth,andthatresponsibilityforthoseinspectionsbeplacedonapostdocorsen-iorgraduatestudentratherthanaPI;manyprincipalinvestigators,Johnsonobserves,maynothaveenoughrecentexperienceinthelabtorecognizethehazards.Andjustasairplanesundergoasafetycheckbeforeeveryflight,Kaufmannotes,mostlaboratoryequip-mentshouldbesafety-checkedbeforeeveryuse.
TrainingAren’tmostresearchersalreadyawareoftheriskstheyfaceinthelaboratory?That,saysAllen,“isadangerousassumption.”Specifictrainingisessential;inlaboratorysafety,commonsensecanonlytakeyousofar.Itisimportantthatallincomingstudentsandpost-docsundergosafetytrainingthatgoesbeyondwhichformtofilloutandwhotoreportanaccidentto.“Newresearchersneedtoconsultwiththeirprincipalinvestigatortodeterminewhatspecifictrainingtheyneedtodotheirresearchandhowtogetthistraining,”advisesJohnson.Theyneedtobecomewellversedinthespecificriskstheresearchthey’llbedoingpresents,andinindustry-standardmeth-odsofmitigatingtheserisks.Also,theyneedtoknowwhattodowheneverthemostlikelyandpredictableaccidentsoccur.
Buteventhiskindoftrainingisinsufficient.Researchersneedtolearntoimprovise,andtoevaluatetheirsurroundingsforpoten-tialhazards—likehazardouselectricalwiringandweakshelfsup-ports—beyondthoselistedinusermanuals,trainingcourses,andmaterialssafetydatasheets.Suchhazardsarebestevaluatedusingcommonsenseandanattentiveeye.
“Researchers’bestbettoworksafelyistoeducatethemselvesaboutthehazardsoftheirlaboratoriesandknowwhotogotoforinformationthattheycan’tfindthemselves,”advisesKapin.“Takethetimetofindoutwhatcangowrong,”saysAllen.Determine“whatyoucandotobepreparedanddon’tassumeanyoneelsewillbelookingoutforyou.”
Pay
attention
towhat’s
goingon
around
you,not
justyour
ownexperi-
ments.And
always
remember
thatsafety
glassescan
protectyou
fromrisks
youmaynot
haveeven
thought
of—sowear
themeven
whenthere
isn’tanobvious
reason.
www.sciencecareers.org �9www.sciencecareers.org
ReliableSourcesofLabSafetyInformationBesidesyourownuniversity’ssafetyWebsiteandthereferencesyourprincipalinvestigatororlabsafetyofficerrecommends,thefollowingareusefulsourcesofreliableinformation:
Websites• AdvancedChemicalSafety2
• LabSafetyInstitute�
• U.S.DepartmentofLabor–HealthandSafetyTopics:Laboratories�
• AmericanIndustrialHygienistsAssociation–HealthandSafetyCommittee�
• WheretofindMaterialSafetyDataSheetsontheInternet�
BooksHandbook of Laboratory Health and SafetyR.ScottStricoff,DouglasB.WaltersWiley-Interscience;2ndedition(March20,199�)
Improving Safety in the Chemical Laboratory: A Practical Guide JayA.Young(Editor)Wiley-Interscience;2ndedition(June1,1991)
Handbook of Chemical Health and SafetyRobertJ.Alaimo(Editor)ACSHandbooks(Hardcover)AmericanChemicalSocietyPublication(April19,2001)
OSHA Medical Radiation Safety Guidebook BruceGordon,DanielFarbUniversityOfHealthCare(July200�)
Safety Sense: A Laboratory Guide ColdSpringHarborLaboratoryColdSpringHarborLaboratoryPress(September1,2001)
ThisarticlefirstappearedonScienceCareers.org(NextWave)at:http://sciencecareers.sciencemag.org/career_development/previous_issues/articles/200�_08_0�/lab_safety_requires_training_and_commitment/
1. Relatedstory:http://sciencecareers.sciencemag.org/career_development/previous_issues/articles/200�_08_0�/wear_your_safety_goggles/(parent)/�8
2. AdvancedChemicalSafety:http://www.chemical-safety.com�. LabSafetyInstitute:http://www.labsafety.org/�. U.S.DepartmentofLabor–HealthandSafetyTopics:Laboratories:
http://www.osha.gov/SLTC/laboratories/index.html�. AmericanIndustrialHygienistsAssociation–HealthandSafety
Committee:http://www2.umdnj.edu/eohssweb/aiha/accidents/�. WheretofindMaterialSafetyDataSheetsontheInternet:http://
www.ilpi.com/msds/index.html
www.sciencecareers.org
PUBLISHINGATTHETOPOFTHEHEAPbyJeremyM.BossandSusanH.Eckert
Wow,anarticleinBig-Time Science Magazine!Congratulations!You’resuretogettenurenow!”Soyousaytoyourbuddywiththecurlyredhairasyouwalkdownthehall.Duringthiswalk/
conversation,thetwoofyoumayquestionwhyyoumadethisstate-ment,whattherealdifferencesarebetweenjournals,andwhysomeareconsideredtobemoreprestigiousthanothers.Thisarticlewilldiscusstheseissuesandshedsomelightontheprocessofthepeer-reviewpublicationprocess.
Tobegintolookatthereasonsbehindthatstatement,itisimpor-tanttoconsiderthefunctionsofdifferentjournals.Althoughalljour-nalsstrivetopublishthebestscience,theareasthattheycoverdiffer.Somearebroadintheircoverageofscientificdisciplines,whereas
�.ScientificWriting andPublishing
�0 www.sciencecareers.org
�1www.sciencecareers.org
othersdealwithadiscreteareaofscience.Stillotherjournalspublishworkfromthemembersoftheirscientificsociety,suchastheAmericanSocietyforMicrobiology’sJournal of BacteriologyortheAmericanAssociationofImmunologists’Journal of Immunology.Additionally,bypublishingarticlesdiscussingthepoliticalandsociologicalaspectsofscience,somejournals,suchasScienceandNature,serveasinformationresourcesonthepulseofallscience.
TypesofJournalsJournalscanbedividedintofourgeneralclasses:broadtop-of-the-heap,near-the-top,society-level,andspecialtyorsubspecialtyjournals.Thebroadtop-of-the-heapjournalshaveverylowacceptanceratesandattempttopublisharticlesthatmakeconclusionsthatshiftthecurrentparadigminafield.Articlesinthesejournalstendtobehighlyfocusedandmaynotprovidein-depthcoverageofthearea.Liketheauthorscontributingthearticles,thesejournalsarealsoconcernedwithbeingthe firsttopublishinformationthatmaybeofinteresttotheirbroadaudiences.Thus,thereissomecompetitionbetweenthesejournals.Itisalsotruethatmanuscriptsmaygetrejectedfrombroadtop-of-the-heapjournalsnotbecausethesci-enceisn’tspectacularbutbecausetheareaisnolonger“hot.”
Thenear-the-topjournalstypicallyrepresentspecificfieldsorgeneralareasofscience(e.g.,immunology,neurobiology,developmentalbiol-ogy,structuralbiology,cellbiology,ormolecularbiology).Overthelastfewyears,someofthetop-of-the-heapjournalshavecreatedhigh-profilespinoffjournalsthatspecializeinaparticulararea.Theseare,typically,near-the-topjournals.Thesejournalsattempttopublishcutting-edgemanuscriptsthattellcompleteandin-depthstories.They,too,havelowacceptancerates.
Society-leveljournalspublishthebulkoftheworkcomingoutofmost
laboratoriesandaretheworkhorsesofthescientificpublishingindustry.
Thesejournalshavemoderateacceptanceratesand—surprisingly—mayhavemorecitationsperyearthandothetopandnear-topjournalsdiscussedabove.Thislastfactindicatesthattheseareimportantjournalsandthattheworkpublishedinthemisofhighquality.
Specialtyandsubspecialtyjournalspublishworkinarestrictedarea.Althoughthisworkmaybeofhighquality,too,thereadershipmaybelim-itedtoonlythoseinthefield.
TheReviewProcessItisimportanttoappreciatehowmanuscriptsareprocessed,andhowandwhenpeerreviewplaysarole.Severaldifferentsystemsareused,andeachjournalhasitsownsysteminplace.Onethingthat’simportantforyou,theauthor,isthequalityofthereviewandthelengthoftimeittakesforyourworktogetreviewedand,onceaccepted,intoprint.
Themostbasicdistinctionbetweenjournalreviewprocessesiswheth-ermanuscriptsaretriaged.Triagingprocessesareusedbyeditorswho
�2 www.sciencecareers.org www.sciencecareers.org
attempttoprescreenmanuscriptssothattheysendoutforreviewonlythosethathaveachanceofbeingselectedforpublication.Manyofthebroadtop-of-the-heapandnear-the-topjournalsem-ploytriagesystems.Anadvantagetoyouasamanuscriptsubmit-teristhatthetriagereviewmaytakeonlyafewdays,soyoureallydon’twastealotoftimewaitingtofindoutifthemanuscripthasachanceofbeingpublished.Ofcourse,thedisadvantageisthattheeditormaynotappreciatethesignificanceofyourtitleandabstract,andyourpaperwillbereturnedwithouttheinputofanexpertinyourfield.
Journalsthatrevieweverypaperbeforeapublicationdeci-sionismaderuntheireditorialprocessesindifferentwaysaswell.Inasingle-step,hierarchicalorganization,aneditor-in-chiefisresponsibleforeachdecisionandreliesonaneditorialboardandahostofreviewerstohelpmakeaccept/modify/rejectrecommen-dations.Theeditor-in-chief’sofficefindsthereviewersandsolicitsreviewsbeforemakingadecision.
Otherjournalsuseamultiple-leveleditorialboardtospreadouttheworkofhandlingthelargenumberofmanuscriptsreceivedeachyear.Inatwo-stepsystem,thejournalofficereceivesthemanuscriptandassignsittoamemberoftheeditorialboard,who,inturn,eithersolicitsreviewsorreviewsthemanuscriptpersonal-ly.Theseeditorialboardmembersmakerecommendationsdirectlytotheeditor-in-chief.
Ifthejournalreceivesthousandsofmanuscriptsayear,asys-temsuchasthisonewillrequireahugeeditorialboard.Forthisreason,manylargejournalsuseamultistepsystem,withthree(ormore)levelsofeditors.Oneoftheseeditorswillsolicitreviewsandmakearecommendationtotheeditoratthenextlevelupinthechain.Thissystemworksbestforjournalsthatreceivealotofmanuscriptsandmaintaintheirefficiencyandqualitybyhavingasmallnumberofpeoplemakingthefinaldecisionsonthemanu-scripts.
Althoughtheeditorialdecision-makingprocessesarediffer-entfordifferentjournals,perhapsthemostcriticalquestionfromtheauthor’spointofviewis:Doreviewersrateapaperdifferentlyifitissenttothetop-of-the-heapasopposedtolower-rankedjournals?Ingeneral,theanswerisyes!Thebiggestdifference,though,isnotoneofabsolutequality,asyoumightexpect.Agoodexperimentisagoodexperiment,regardlessofwhereitispublished.Alljournalsexpectthis.Thedifferenceliesinthereviewer’sperceptionofthenoveltyandimportanceoftheworkforthebroadfieldtowhichitrelates.Thus,similarcommentsaboutexperimentaldesignandinterpretationareoftenseeninmanuscriptreviewsfromdifferentjournals,andthesamereviewermayaccepttheworkforthesociety-leveljournalbutnotforthetop-of-the-heapjournalifheorshefeelsthattheworkisnotnovelenough.
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JournalRankingsGoingbacktothehallwaydiscussion,thatcommentyoumadeaboutyourbuddybeingassuredofgettingtenurewasbasedonyourperceptionthatthejournalBig-Time Scienceisbetterthanotherjournals.Yourperceptionmaybeduetothejournal’slowacceptancerateand/orthelargenumberofpeoplewhowouldreadthearticle.Together,thesereasonsmightbegintodescribeyourviewofthelikelyscientificimpactofyourbuddy’smanu-script.Yourview,though,mightnotbecorrect.
Theimpactofanarticleorjournalcanbemeasureddirectlybythenumberoftimestheaveragearticleiscitedinotherarticles.Thisnumber—theImpactFactor—isarealmeasurementoftenusedbychairpersons(ortenuredossierreviewers)tomeasuretheprowessofafacultymembercomingupforpromotion.Theassumptionhereisthatarticlespublishedinjournalswithhighimpactfactorscountmorethandoarticlespublishedinjournalswithlowerimpactfactors.
WhatexactlyisanImpactFactor?TheInstituteforScientificInforma-tion’sWebofKnowledge(www.isinet.com)providessuchcomparisonsbetweenjournals,anditcantellyouhowmanytimesaparticulararticlehasbeencited.Forajournal,theImpactFactorisdefinedasthenumberofcitationsajournalreceivesinagivenyearforarticlesitpublishedovertheprevioustwo-yearperiod,dividedbythenumberofarticlesitpublishedinthatperiod.Althoughthismathmayseemfuzzy,thebottomlineisthatthehigherthenumber,thehigherthejournal’sranking.Seethetablebelowforacomparisonofjournalsinthefieldofimmunology.
JournalCitationsandImpactFactorsfor2005*
2005 Total ImpactJournal** Citations Factor Articles
ReviewsAnnual Reviews of Immunology 1�,��� 47.4 29Trends in Immunology �,��8 10.174 108Current Opinion in Immunology �,�1� 9.103 92Advances in Immunology 2,�10 5 2�
Articles Science ���,991 30.927 82�Cell 1�2,��1 29.431 �19Nature ��2,�8� 29.273 1,0��Nature Immunology 1�,989 27.011 1�0 Genes & Development ��,8�� 15.61 2��Immunity (Cell Press) 21,��0 15.156 11�J. Experimental Medicine ��,1�0 13.965 ���Proceedings National Academy Sciences ���,2�9 10.231 �,200J. Allergy & Clinical Immunology 21,8�2 7.667 1�9Molecular and Cellular Biology �8,�1� 7.093 9�0J. Immunology 112,�8� 6.387 1,91�AIDS 18,9�8 5.835 ��1European J. Immunology 21,��2 4.876 ��9Infection & Immunity ��,�82 3.933 1,02�Immunology 8,008 3.507 1�9Cellular Immunology �,92� 1.558 9�
*DataderivedfromISIWebofKnowledge**RankedbyImpactFactor
�� www.sciencecareers.org www.sciencecareers.org
Forthesakeofcomparison,sometop-of-the-heapandnear-the-topjournalsareincluded.Noticeinthisexamplethatthesociety-levelJournal of Immunologyhasanimpactfactorof�,whereasthenear-the-topimmunologyjournalImmunityhasanimpactfactorof1�.�.However,theJournal of Immunologypublishes11.2timesmorepapersandhasnearly�.�timesthenumberoftotalcitationsasImmunity.Thus,itislikelythatsomepapersintheJournal of ImmunologyhavemorecitationsthanthoseinImmunitydo.AlsonotethatScience,Nature,andCellhavethehighestimpactfactorsinthislist,suggestingthatthesejournalsare,asyouwouldexpect,thetopoftheheap.
IfyoucontinueyoursearchontheWebofKnowledgesite,youwillfindthatreviewjournalsandreview-and-methodsarticleshavethehighestimpactfactor.Surprised?Considerthatwhenyou’rewritingapaper,it’seasiertoreferenceawholefieldofworkwithasinglecitationthanitistocitealltherelevantprimarypapers.Reviewarticles,therefore,areusuallycitedmorethanprimaryworkis.Althoughthiskindofobjectivequantificationissomethingthatwe,asscientists,like,thehighratingsofreviewarticlesshowthatthesemeasurescanbebiased.Importantly,suchquantitativemeasurementsdonotevaluate thescienceitself,which,ofcourse,oughttobethemostimportantmeasure-ment.
PublishinginHigh-QualityJournalsDothejournalsIpublishinreallymatterwhenitcomestomytenuredecision?Yourtenuredecisionwillbebasedonanevalua-tionofyourscholarship,teaching,andservicetoyourinstitution.Dependingonwhereyouwork,scholarshipmaybethepredomi-nant(oreventheonly)areaconsidered.Ifthisisthecase,youwillbejudgedontheimpactyourpublicationshaveonyourfieldandthepromisethatyoushowforfutureproductivity.Thus,youwillneedtopublishyourworkinstrong,highlyvisiblejournalsthatarereadbymembersofyourbroadfieldofinterest.Rememberthatinmakingyourpromotion/tenuredecision,yourdepartmentwillseektheadviceofleadersinyourfieldandthebroaderareaofyourresearch.Theseoutsidereviewerswill—let’shope—haveseenyourpapersastheycameout,andtheywillhavefollowedyourcareerthroughtheliterature.Yourpublicationsaremorelikelytobenoticediftheyarepublishedinqualityjournals,sopublishinginsociety-level,near-the-top,andbroadtop-of-the-heapjournalswillhelpyourcause.
Thisdoesn’tmeanthatpublishingyourworkinspecialtyorsubspecialtyjournalsisbad.It’saveryrarelabthatproducesonlyscienceofhighpotentialimpactandbroadrelevance;evenifyou’refocusedonimportantproblems,you’reboundtoproducesomesciencethat’sjustasgoodbutofsignificancetoanarroweraudience.Althoughpublishinginspecialtyorsubspecialtyjour-nalsmaynotaidyourcaseasmuchaspapersthatarepublished
www.sciencecareers.org ��www.sciencecareers.org
inhigherimpactjournalswill,itdoeshelpintermsofpromotion,aslongasthesumtotalofyourpublishedworkinfluencesyourfield.
TheBottomLineAlmost20yearsago,anadvisercommentedtoagroupofusdiscussingwheretosendourpapersthatitdoesn’treallymatterwhatjournalyourworkispublishedin,becauseifthescienceisgoodenoughpeoplewillfindit,readit,andciteit.Thisstatementiseventruertoday,thankstotheeasewithwhichtheliteraturecanbesearchedandarticlescanbedownloaded,whichsavesscientiststheeffortoftrudgingovertothelibrarystacks.
SomemaybelievethatpublicationinBig-Time Scienceisequivalenttotwoorthreesociety-levelarticles,butthemostimportantthingistogetyourworkouttherewherepeoplecanseeitbypublishingregularlyinjournalsthatarewidelyrespected,read,andcitedbyyourpeers.Makesureyourmostimportantworkispublishedatleastatthelevelofyourscientificsocietyjournals.Ifyourworkhasmoreheatandisclosertothecuttingedge,youshoulddefinitelysendittothejournalsclosertothetopoftheheap;afterall,youcan’tpublishthereifyouneversendyourpaperstotheminthefirstplace.Goodluck!
ThisarticlefirstappearedonScienceCareers.org(NextWave)at:http://sciencecareers.sciencemag.org/career_development/previous_issues/articles/2��0/academic_scientists_at_work_publishing_at_the_top_of_the_heap/
ICAN’TBELIEVETHEYDIDN’TLIKEIT!byJeremyM.BossandSusanH.Eckert
Whatdotheymean,it’s‘tooambitious’?HowdotheythinkIamgoingsolvetheBigProblemifI’mnotambitious?Whoaretheseidiots?Theyaren’tqualifiedtoreviewmywork!Noneoftheex-
perimentstheysayweneedtodowilltellusanything!Theyarejustgivingusbusywork!”
Whew!Wasn’titarelieftogetthatoutofyoursystem?Ifyouhavemadestatementslikethese,youknowthatwithinafewminutes,ordays,youwillcollectyourthoughtsanddecideonareasonableresponsetothatnegativegrantrevieworrejectedmanuscript.
Almosteveryoneinsciencehasreceivedanonfundablegrantscoreorhadapaperrejected,usuallyboth.Ifthisisyourfirstexperiencewithsucharejection,congratulationsandwelcometotheclub!Thekeynowistoknowhowtomoveforward,tounderstandtheappropriaterolesofthere-viewerandthereviewed,andtodeterminehowtorespondtocritiquessothatyougetthatgrantfunded,eventually,orthatpaperaccepted.InPart1ofthisserieswewilldiscusstheinsandoutsofdealingwithmanuscriptpeerreview.Part2willfocusonrespondingtograntcritiques.
�� www.sciencecareers.org www.sciencecareers.org
TheJoboftheReviewerThereviewerisjustfulfillingarole.It’snotpersonal.Andal-thoughyoumaythinkthatyouknowthenameofthepersonwhoreviewedyourwork—youmayevenbesureofit—you’reprobablywrong.JournaleditorstellusthatwhenauthorsblameDr.Stukit-tumeforanegativereview,Dr.Stukittumeusuallywasn’tevenonthelistofpotentialreviewers.Besides,evenifDr.Stukittumedidinfactreviewyourpaper,itdoesn’tmatter.Theneedisthesame,whoeverthereviewermightbe:tomovetheworkforwardandfigureouthowtosatisfythereviewer.
Thejoboftherevieweristodetermineiftheworkissuitableforpublicationinthejournaltowhichitissubmitted.Asdis-cussedin“PublishingattheTopoftheHeap”(above),differentjournalshavedifferentcriteriathattheworkhastomeet.Review-ersmustjustifytheiropinionsonacceptance,revision,orrejec-tionofeachmanuscript.Reviewersjustifytheirrecommendationstoyouthroughtheircritiqueofthework.
However,whatyouseeandwhattheeditorseesaretwodifferentthings.Asyoumostlikelyareaware,asarevieweryougettoprovideanumericalscoreorqualifyingstatementrank-ingthesignificanceandnoveltyofthework,thequalityofthedata,andsoon.Reviewersalsorecommendtoeditorswhethertheworkshouldbeaccepted,returnedforrevisions,orrejected.Butalmostalljournalshaveasectionwherereviewerscanmake“top-secret”commentstotheeditoraboutwhattheyreallythinkaboutthework.Becauseyoudon’tgettoseethesecomments,youmustinferwhatyoumustdofromtheeditor’sletterandtheanonymousreviews.Sometimesit’seasy.Sometimesit’snot.
TheJoboftheReviewedThat’syou.Yourjobissimple:togettheworkpublished.Thereviewerofyourmanuscriptexpectsthatyouwillattheveryleastaddresshisorhercomments.Thisisveryimportant,sincemostrevisionsarere-reviewedbythesamepeople,sotheywillbelookingforyoutoacknowledgeandconsidertheircomments.Reviewers’commentsaddressarangeofcategories,includingnovelty,significance,andrelevance;thequalityandnoveltyoftheexperimentaldesign;datainterpretation;andstyleandpresenta-tionofthedata.Theapproacheswerecommendforrespondingtoeachofthesecategoriesarediscussedbelow.
AssessingCommentsonaRejectedManuscriptIfyourmanuscriptwasrejected,thefirstquestiontoaskis“Why?”Considerthecategorieslistedabove.Rejectionsbasedonnoveltyorsignificanceandrelevancetoafieldindicatethatthepaperwassubmittedtothewrongjournal.Tocorrectthis,reassessyourworkandchooseamoreappropriatejournal.Ifthepaperoriginallywenttoatop-of-the-heapjournalthatpub-lishesonlyworkofbroadsignificance,thenconsidersendingthemanuscripttoajournalclosertoyourfield,suchasthejournalof
Thekeynow
istoknow
howtomove
forward,to
understand
theappropri-
aterolesof
thereviewer
andthe
reviewed,
andtode-
terminehow
torespond
tocritiques
sothatyou
getthat
grantfunded
eventually,
orthatpaper
accepted.
www.sciencecareers.org ��www.sciencecareers.org
yourscientificsociety.Butiftheworkwasrejectedforthesereasonsfromajournalthatrepresentsyourfield,youwillneedtopointoutthework’ssignificanceandhowyourworkaddstowhathasalreadybeenpublishedbeforeyousenditoutagain.However,ifyoucannotpointouthowyourworkaddstoyourfield,thenperhapsyouwillneedtowaitonpublicationuntilyourresultsdoinfactaddtoyourfield.
Sometop-of-the-heapornear-the-topjournalsrejectallmanuscriptstheydonotimmediatelyaccept—thatis,therearen’tanyconditionalac-ceptances—andtheletterstheysendoutdonotexplainthisfact.Ifyouneedclarificationonwhatarejectionletterreallymeans,calltheeditorialofficeandask.Ifyoustillcan’tfigureoutwhattodo,seektheadviceofaseniorcolleagueinyourdepartment.Yourcolleaguemaybeabletosug-gestsomeoptionsthatdidnotoccurtoyou.
Beforeyoupressthereformatbuttonandhittheprintkeystoproduceanotherversionofthemanuscriptforadifferentjournal,youmaywanttoconsidertherestofthecomments.YoumaythinkitunlikelythatDr.Stukit-tume—theonewhoreallystuckittoyou,nottheoneyouthoughtitwas—willgetyourmanuscriptagainifyousendittoadifferentjournal.Buttheworldofscienceissmall,andevenifyou’rechangingjournals,youaren’tchangingdisciplines,sothere’sagoodchanceyoumightgetthesamereviewer.Someofthosecommentsmayimproveyourworkandincreasethelikelihoodthatitisaccepted.Allinall,respondingtothosecommentswouldbeprudent,evenifyousendthepaperelsewhere.
Reviewersalmostalwayscommentontheexperimentaldesignandthequalityofthedata.Whileeveryonehasadifferentwayofdoinganex-periment,intheendthedataandmethodofdatacollectionmustsupporttheconclusionsthatyoudraw.Whenreadingthecommentsandlookingthroughyourpaper,askyourselfthesequestions:» Isthetitleofthemanuscriptsupportedbythedata?» Dothedatasupportyourinterpretation?» Isyourinterpretationtheonlyinterpretationthedatasupport?» Whatcontrolsarenecessarytonailthepointyou'remaking?» Isthereabetterwaytocollectthedata?» Aretheresultsstatisticallysignificant?» Canyougetabetterautoradreading,etc.,thantheonethatyou
submitted?
Ifthereviewercommentsonanyoftheseissues,youwillneedtoaddressthemeitherbydoingadditionalexperimentsorbyprovidingmoreinforma-tion,discussion,orjustificationbeforeresubmittingyourmanuscript.
AssessingCommentsforaMajorRevisionManyjournalsprovideauthorswithasecondor,sometimes,athirdchancetogettheirworkaccepted.Thisismostlikelywhentheworkissoundandinterestingtothereviewerbutisincompleteineitherexperimentationorinterpretation.Theletteryoureceivewilllikelystatethattheworkisnotacceptableinitscurrentform.Thelettermayalsostatethatifyouwishtosubmitarevisedmanuscriptaftermoreworkhasbeendone,youwillneedtoindicatehowyourespondedtothereviewer’sconcerns.Ajournaleditor’sassumptionisthatyouwillfollowthereviewer’sadvicewhenever
�8 www.sciencecareers.org www.sciencecareers.org
possible,evenifyouaren’thappyaboutit.Respondingtoexperimental/dataissuesrequireswork—
sometimeslotsofit—andworktakestime.Tominimizetheamountoftimeandeffort,youmustprioritize:Whatarethemostimportantpointsthatthereviewerwantsaddressedexperimen-tally?Startdoingthoseexperimentsrightaway.Butsometimestheexperimentbeingrecommendedsimplycan’tbedoneinyoursystem.Thisisnottheendforthispaper;youmaybeabletoperformadifferentexperimentthatwouldsupporttheconclusionjustaswell.Oftenreviewersandeditorsarehappywiththis“baitandswitch”tactic.Ifarequestedexperimentiseasytodo,justdoit,evenifitdoesn’ttellyouanythingyoudidnotalreadyknow.Thissendsamessagetothereviewerandeditorthatyouaredo-ingyourbesttofollowtheiradvice.
AssessingCommentsinaMinorRevisionSometimesyouwillreceivealetterthattellsyouthattheworkis“accepteduponsatisfactoryresponsestothereviewer’scon-cerns.”Congratulations!Youarealmostthere.Don’tmessitupnow!Theconcernshereusuallycanbeaddressedbydoingsimpleexperimentation,acknowledgingthereviewer’sinterpretationinthemanuscript,oradjustingafewwordshereandthere.Thesearealleasytofix,sodoit.Youcanactuallysay:“Thepossibilityexiststhatthesystemmayalsoincludethebrilliantinterpretationofreviewer��;however,muchofthedatapresentedhereandalsobySuperstaret al.arguesthatthesystemwillbehaveaspre-dicted.”Itmightbebesttoleaveoutthe“brilliant”part,though;thereviewermaythinkyou’rebeingsarcastic.Ifareviewersug-geststhatyouchangesomeofthewordingtomakeitmorepalat-able,doit.Intheend,thecopyeditormaychangethewordingtosomethingcompletelydifferentanyway.
RespondingtoCritiquesYourlettertotheeditorshouldstartpolitely.Responselettersshouldstatethattheauthorthanksthereviewersfortheirtimeandeffortandtheircontributionstothework.Moreover,almostallsaythataddressingthecommentsofthereviewersand/ordoingtherecommendedexperimentsstrengthenedthework.Thisisbasicallytrue,andittellstheeditorthatyoupaidattention.Ofcourse,ifyoudecidedtodonothing,donotsaythatyoufollowedtheadviceofthereviewers.Instead,youshouldprovideapoint-by-pointresponsetoeachreviewer’sconcerns.Ifyourresponseissupportedbytheliterature,quotingpapersandsupplyingreferenceswillstrengthenyourpoint.Inplaceswhereyouandtherevieweragree,youshouldnoteinthemanuscriptwhereyouhavemaderevisionsreflectingthereviewer’sconcerns.Thiswillhelptheeditorandthereviewer(ifthemanuscriptissentoutforre-review)locateyourchangesanddetermineifyouhavereallyaddressedtheissues.Thesepoint-by-pointlettersareoftenverylong,sometimeslongerthanthearticleitself.Beassuccinctas
Yes,youcan
rebutarejec-
tiondecision:
Youwritethe
editoraletter
explaining
whyyou
believethe
reviewers
cametothe
wrongdeci-
sion.
www.sciencecareers.org �9www.sciencecareers.org
youcanbewhilealsobeingclear,andavoidderogatoryremarksaboutthereview.
RebuttingaDecisionYes,youcanrebutarejectiondecision:Youwritetheeditoraletterexplain-ingwhyyoubelievethereviewerscametothewrongdecision.Notehowtheabovesentenceisphrased.Itdoesn’tblamethereviewersfornotdoingtheirjob.Iftherejectionwasbasedonamisinterpretationoftheresultsbythereviewer,orthelackofanexperimentforwhichyouhavetheresultsbutdidnotinclude,thenyoumayhaveashotatgettingthemanuscriptre-reviewed.ThereisthechancethatDr.Stukittumemayseeyourworkagain,sosayingthatthereviewerisanidiotandmissedthepointwon’thelpyourcause.Youmay,however,say,“Reviewer2didnotrealizethattheresultssaidblah,blah,blah,andthereforewehavenowrewordedthesectiontomakeitmoreclear.”
Beforeyourushtorebutyourrejection,realizethatthereisagoodchancethatrebuttalwillberebutted.Yourbestbetmaybetomakethechangesandsubmityourmanuscripttoanotherjournal.
DataPresentationandPoorWritingSometimesreviewershavetroublewiththewayafigureortableisassem-bledorpresented.Certainly,ifareviewercommentsthatdataarenotpre-sentedclearly,youshouldfixit.However,toavoidsuchstatements,showthefigurestocolleaguesandaskfortheirsuggestionsbeforeyousubmityourpaper.
ReceivingacommentthattheworkneedstobeeditedbysomeonewhospeaksandwritesEnglishashisorherprimarylanguageisonethatshouldbetakenseriously.Thereareprofessionalsciencewriterswhocanhelp.Usethem.
BottomLineAshardasitistoreceivearejectionletter,thekeytosuccessinscienceistoreceivecriticismasopenlyaspossibleandwithoutbitterness,andtorespondbyincorporatingordebatingthecritiqueinyourrevisedmanu-script.Itisn’tpersonal.Andremember:Youcanalwaysrevisetheworkandresubmitittoanotherjournal.Goodluck,andhappypublishing.
ThisarticlefirstappearedonScienceCareers.org(NextWave)at:http://sciencecareers.sciencemag.org/career_development/previous_issues/articles/2�90/academic_scientists_at_work_i_can_t_believe_they_didn_t_like_it/
NOTE:Part2ofthisarticlecanbefoundat:http://sciencecareers.sciencemag.org/career_development/previous_issues/articles/2��0/academic_scientists_at_work_i_can_t_believe_they_didn_t_like_it/part_ii_grant_proposals/
Overaspanoftime,eachofthearticlesinthisbookletwasfirstpublishedonScienceCareersunderNextWave-theeditorialvoiceofScienceCareers,intheCareerDevelopmentsection.Titlesandaffiliationsforauthorsandforsourcesquotedwerecorrectatthetimeoforiginalpublication.
©200�AmericanAssociationfortheAdvancementofScience.AllRightsReserved.
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Introductory AAAS Membership for Students and Postdocs
for a one-year membership in AAAS*
*including a subscription to ScienceMembers outside the US will receive Science Digital edition at this special rate.
Order online at promo.aaas.org/student/PD
❒ Check enclosed in the amount of _______________ (Payable to AAAS)
Bill my credit card in the amount of ________________
❒ VISA ❒ MasterCard ❒ American Express
M7XTY
• 10% discount at the AAAS Store (use code MBK6)
• Discounts from AAAS/ Barnes & Noble.com Bookstore
• Buy a car for less through the Subaru VIP Auto Purchase Program*
• Discount on lab and offi ce moves from VIP Transport**
• Get rental car discounts through Hertz* and Dollar Rent A Car
• Obtain auto insurance discounts through GEICO*
• Get a no-annual-fee AAAS—Bank of America VISA Card*
• Sign up for low-cost term life insurance through Seabury & Smith*
• Register for Annual Meeting & other scientifi c meetings for less
• Discounted subscription to Science’s Signal Transduction Knowledge Environment (STKE)
• Shop for less at the Discovery Channel online store*
• Get discounts on offi ce products from Offi ce Depot*
• Real estate transaction rebates with Paragon Real Estate Resources, Inc.
• Discounts on selected titles from Cold Spring Harbor Laboratory Press
* U.S. members only** U.S. and Canada members only
For more information visit
AAASMember.org
AAAS MEMBER BENEFITS
www.aaas.org
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