Uncategorized

How to Network Like a Pro at Scientific Meetings

Posted on

Dan Jay, Tufts University Faculty and Postdoctoral Officer joined us to teach us how to maximize the opportunity of attending scientific conferences!



How to Network Like a Pro at Scientific Meetings



When you run a lab, you run a small business
  • You have to create your brand
  • Keep focused on your scientific strengths and goals 
How do you work a meeting (pre-work)?
  • Be yourself but develop a professional persona
  • Be (positively) memorable
  • Prepare ahead of time (do your homework)
  • Meet new people
  • Be strategic – who do you want to meet and why?

Management 101 for Scientists

Posted on

We were joined by Joanne Kamens, Executive Director of Addgene to learn more about management and leadership skills for scientists!

What makes people happy?

  • Flexiblity
  • A strong sense of engagement
  • A feeling of being appreciated and valued
  • Having freedom and diversity in their jobs
  • Maintaining good relationships with clients and colleagues 
Communicating effectively
  • Reach out – manage by walking around, use chat, Slack and email
  • Ask direct feedback in non-public settings
  • PAC: Patiently listen.  Ask at least one question.  Confirm that you heard the message accurately.
  • Demonstrate that you got the message
    • Repeat to clarify
    • Act on information publicly
    • Credit and reward the person who gave the feedback
  • Focus on feedback that adds value and impacts the decision
Giving Feedback
  • Be clear
  • Tailor your message to the individual
    • Do they hear both positive and negative feedback well?
Delegating
  • Delegate, don’t micromanage
  • Delegate to the lowest organizational level
    • Offer the chance for growth
  • Focus on the results – what do you want to accomplish?  Be detailed and let your team go.
Effective communication
  • Document and share action items
  • Follow up conversations with an email outlining the key points
Good Tips for first time managers
  • Don’t make changes too early
  • Don’t be afraid to say “I don’t know”
  • Reach out for help
  • Allow your direct reports to adjust to you and your managerial style
For additional info: Read “Skills for New Managers” by Morey Stettner

Future of Research Seminar

Posted on Updated on

We were joined by Gary McDowell, Executive Director of Future of Research (and the second Tufts PDA president!) who discussed what The Future of Research is and the changing landscape of research and postdoctoral issues, including the FLSA act.

-Future of Research was formed after a desire to contribute the thoughts of junior researchers on the state of research and how to better sustain research in the future.
– Came out of the fledgling Boston Postdoctoral Association
– 1st FoR, which took place in 2014, was a collaborative discussion effort

1. Junior scientists should be better connected together between the different experience and location levels
2. More funding opportunities for scientists and better advocacy for increased conditions, salary etc.
3. Transparency: better clarity on the career outcomes and options for postdocs. Where do people go? Transparency on salaries and benefits at each individual institution.

Mission: To represent junior scientists, through grassroots advocacy, to promote systemic change to the way we do science.

Fair Labor Standards Act (FLSA) and postdoc salaries:
FLSA: guarantee of a minimum wage and overtime pay within a 40 hr workweek.

July 6 2015: Minimum exemption salary (for no overtime) was $23,660 – proposal of new FLSA act was to increase this to $50,440 with updates every 3 years.

May 18 2016: Exemption salary set as $47,476 with implementation date as Dec 1, 2016.

How postdocs fit in:
– Many Higher Ed institutions (such as CUPA-HR and AAMC) pushed for postdocs to be exempt from the new standards and suggested lower salary caps.
– Postdocs pushed back via individual submissions, group letters coordinated by postdoc groups and by unions representing postdocs.

The Outcome: Postdocs were NOT exempt and were explicitly included in the act. The only exemption was where the primary role of the postdoc is teaching. All international postdocs, regardless of status, visa or funding source are included. Adjuncts are not included and are exempt.

Some higher ed institutions have lobbied to have the decision reversed, however it is unlikely this will occur.

So what does this mean?

– To raise salaries or track hours?
– Consensus view within the community is to increase salaries to $50,000 minimum which should be adjusted to inflation and regional living costs.
– NRSA levels:

– 51% of institutions set their minimum with the NIH
– 7% of institutions do not enforce their minimum
– 11% of institutions do not have a set minimum.

Over 50% of salaries will be affected … whether people will actually see their salaries increased or they will be let go… time will tell.

Why Gary thinks no-one will track hours:

1. The burden of proof in violating the overtime ruling is on the institution, thus it is easy for he employee to win.
2. The administrative burden to track the  hours will further stress administrators who have high workloads.

Other notes:
Postdocs are federally recognized as both employees and trainees.
Thus, they are not just cheap temporary staff scientists and experiments, writing papers, reading papers, career development, activities, conferences and even outreach (tweeting!) are all activities that fall under the job description of a postdoc.

What will be the effects?

– Smaller institutions more affected?
– Dip in new hires as y0/1 postdocs will be more expensive?
– Will junior faculty bear the brunt?
– Postdocs let go?
– Shift postdocs to NRSA/training fellowships then from research grants?
– More grad students? Someone has to do the work…
– Will there be fewer postdocs? This may be a good thing…

Mentoring Resource: Resources for Academics

Posted on Updated on

Making the Right Moves: A Practical Guide to Scientific Management for Postdocs and New Faculty, Second Edition 
Based on workshops co-sponsored by the Burroughs Wellcome Fund and HHMI, this book is a collection of practical advice and experiences from seasoned biomedical investigators and includes chapters on laboratory leadership, getting funded, project management, and teaching and course design.

Chapter 1: Obtaining and Negotiating a Faculty Position

  • The Job Search
  • The Job Application
  • The Job Interview
  • Negotiating Your Position
  • Resources

Chapter 2: Understanding University Structure and Planning for Tenure

  • Organization of a “Typical” University
  • Organization of a “Typical” Academic Health Center
  • People You Should Get to Know
  • Faculty Governing Bodies and Committees
  • Support Facilities and Services
  • Responsibilities Beyond the Laboratory
  • The Scientific Investigator and the Outside World
  • Planning for Promotion and Tenure
  • Resources

Chapter 3: Laboratory Leadership in Science

  • Your Role as a Laboratory Leader
  • Creating Your Vision as a Leader
  • Developing Your Leadership Style
  • Building and Sustaining an Effective Team
  • Resources
  • Appendix 1: The Four Preferences That Make Up Your Personality Type
  • Appendix 2: Performance Review Form
  • Appendix 3: Performance Feedback Checklist for Managers

Chapter 4: Staffing Your Laboratory

  • Getting Started
  • Recruiting Applicants
  • Screening Applicants
  • Interviewing Applicants
  • Evaluating Applicants
  • Making the Offer
  • Asking Staff to Leave
  • Resources
  • Appendix: Telephone Interview Outline

Chapter 6: Time Management

  • Strategies for Planning Your Activities
  • Managing Your Time Day to Day
  • Special Issues
  • Resources

Chapter 7: Project Management

  • What is Project Management?
  • Getting Started
  • Tracking the Work and the Resources
  • Project Management Software
  • Controlling the Project
  • Resources
  • Appendix: Project Management—A Real-life Example

Chapter 8: Data Management and Laboratory Notebooks

  • Day-to-Day Record Keeping: The Laboratory Notebook
  • Tracking and Storing Information
  • Finding the Right Data Management System for You
  • Resources

Chapter 9: Getting Funded

  • Understanding the NIH Funding Process
  • Preparing a Strong Grant Application
  • A Bit About Budgets
  • Submitting Your Application
  • The National Science Foundation
  • Resources

Chapter 10: Getting Published and Increasing Your Visibility

  • A Brief Overview of Scientific Publishing
  • Planning for Publication
  • Getting Your Paper Published
  • Increasing Your Visibility
  • Resources

Chapter 11: Understanding Technology Transfer

  • University Technology Transfer Offices
  • The Technology Transfer Process
  • The Legal Terms and Agreements
  • Sponsorship and Consultation
  • Conflicts of Commitment and Interest
  • Resources

Chapter 12: Setting Up Collaborations

  • The Varieties of Collaborations
  • Should You Collaborate
  • Setting Up a Collaboration
  • The Ingredients of a Successful Collaboration
  • Special Challenges for the Beginning Investigator
  • International Collaborations
  • When a Collaboration is Not Working
  • Resources

Chapter 13: Teaching and Course Design

  • Why Teach Well
  • Becoming an Effective Teacher
  • Planning to Teach a Course
  • The Principles of Active Learning
  • Active Learning at a Medical School
  • Assessing Student Learning
  • Course Design
  • Teaching Others to Teach
  • Professional Considerations
  • Resources
  • Appendix 1: Examples of Active Assessments for Large Lectures
  • Appendix 2: Bloom’s Taxonomy

Back to Mentoring Resources

Mentoring Resource: Resources for Industry track

Posted on Updated on

Making the Right Moves: A Practical Guide to Scientific Management for Postdocs and New Hires, Second Edition 
Based on workshops co-sponsored by the Burroughs Wellcome Fund and HHMI, this book is a collection of practical advice and experiences from seasoned biomedical investigators and includes chapters on laboratory leadershi, project management, and collaborations.

Chapter 3: Laboratory Leadership in Science

  • Your Role as a Laboratory Leader
  • Creating Your Vision as a Leader
  • Developing Your Leadership Style
  • Building and Sustaining an Effective Team
  • Resources
  • Appendix 1: The Four Preferences That Make Up Your Personality Type
  • Appendix 2: Performance Review Form
  • Appendix 3: Performance Feedback Checklist for Managers

Chapter 6: Time Management

  • Strategies for Planning Your Activities
  • Managing Your Time Day to Day
  • Special Issues
  • Resources

Chapter 7: Project Management

  • What is Project Management?
  • Getting Started
  • Tracking the Work and the Resources
  • Project Management Software
  • Controlling the Project
  • Resources
  • Appendix: Project Management—A Real-life Example

Chapter 12: Setting Up Collaborations

  • The Varieties of Collaborations
  • Should You Collaborate
  • Setting Up a Collaboration
  • The Ingredients of a Successful Collaboration
  • Special Challenges for the Beginning Investigator
  • International Collaborations
  • When a Collaboration is Not Working
  • Resources

Back to Mentoring Resources