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MOVING YOUR CAREERFROM GOOD TO GREAT: KEYS FOR MANAGING YOUR CAREER SUCCESS
JOAN M. LAKOSKI, [email protected] VICE CHANCELLOR FOR ACADEMIC CAREER DEVELOPMENTUNIVERSITY OF PITTSBURGH
2010 NCI New Grantee Workshop
Know what you are passionate aboutBuild to your strengths – what you best in the world at
Know what drives your resource engine
A frame work for today’s discussion on managing your career
Lead the right team
Careers as a rollercoaster rideHighs, lows, twists and turns
If research was always predictable and easy,
we would have no ups and downs
Research careers in academic institutions and industry are increasingly difficult to navigate
As you transition to an independent investigator
The old linear model of academiaThe old linear model of academia
The new dynamic model of academiaThe new dynamic model of academia
BUILDING A RESEARCH PROGRAM
Your challenge is to bring your talents, scientific ideas andcreativity to fruition – now and into the future
YourYour
2010 NCI New Grantee Workshop
Great things take time to build….Great things take time to build….
Reviews,Abstracts& Letters
MemberResearch
Team
Conducting research
Mentoring/Advising
TeachingLab/Clinic/Classroom
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Publications Research Leadership/Administration
Academic Career Pathways
Consider steps to build your academic pyramid…
Reviews,Abstracts& Letters
OriginalArticles
MemberResearch
Team
Conducting research
Mentoring/Advising
TeachingLab/Clinic/Classroom
JournalPeer
Review
NIHK Awardee
PIFoundation
Grant
ResearchTeam Leader
Mentoring/Advising
Instr
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Assis
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2 y
rs.
3 -
5
yrs
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5 -
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yrs
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Publications Research Leadership/Administration
Academic Career Pathways
Reviews,Abstracts& Letters
OriginalArticles
MemberResearch
Team
Conducting research
Mentoring/Advising
TeachingLab/Clinic/Classroom
JournalPeer
Review
NIHK Awardee
PIFoundation
Grant
ResearchTeam Leader
Mentoring/Advising
Instr
ucto
r
Assi s
tan
t
Pro
fessor
Associa
te
Pro
fessor
Pro
fess
or
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OriginalArticles
EditorialBoard
PINIH R01Grant
0 -
2 y
rs.
3 -
5
yrs
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5 -
10
yrs
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Publication Research Leadership/Administration
Academic Career Pathways
Co-investigatorMulticenter
study
Mentoring/Advising
OriginalArticles
PI Multi-DiscTeam
Program Project
StudySectionPanel
Nat’l Society
LeadershipMentoring/Advising
OriginalArticles
InstituteDirector
Dept ChairMentoring/Advising
Dean/Assoc. Dean
President/Nat’l Society
BUILDING A RESEARCH PROGRAM
Your challenge is to bring your talents, scientific ideas andcreativity to fruition – now and into the future
YourYour
2010 NCI New Grantee Workshop
What we hope you will learn from this session
My goals: Provide some insights/ideas as you look ahead to manage the next stages of your career
Objectives: Know where you are now – the organizational
structure Reflect on your vision and goals – utilize goal setting Develop a plan to achieve your vision Understand how mentoring can empower your
success
KNOW THE MISSIONS AND ORGANIZATION OF YOUR RESEARCH HOME
2010 NCI New Grantee Workshop
Academic Health Centers:
Complexity in a typical university and medical center with many different models
ResearchEducationService - Community, Institution, ProfessionClinical practiceEntrepreneurial
Know your institutional missions
Learn who is in charge
Vice President for Health Affairs (Health Sciences)
Dean Vice deans or associate deans
Mission based responsibilities Hospital Executive
Director/President/COO CFO
Department Chairs Division or section heads/chiefs
Other executive officials and structures
Chancellor In the USA, functions as president
President Serves as Chief Executive Officer
Provost (Reports into Chancellor or President) Chief officer of some colleges Chief academic officer
This information becomes especially important when it is time for promotion and tenure reviews
Understand the administrative structure
The medical school – medical center relationship The financial health of the medical center may be
reflected in the financial health of the med school What does it mean to you as an
investigator? Breaking down insularity and isolation allows for a better
understanding of the relationship Improves chances for success of both you and your
organization Your success is dependent on the success of your
organization and it’s ability to provide you with resources
Manage your career success by developing important relationships
Chair/Chief help to advance your career, but other faculty in department are critical
Department and college business personnel Research infrastructure personnel
Human subjects office; Animal care and use; etc. Faculty affairs dean Mentors
Make an effort to get to know persons
who support your scholarly efforts
THE NORMS FOR PROMOTION AND TENURE CONTINUE TO BE COMPETITIVE, WITH THE DEGREE OF DIFFICULTY INCREASING AS WE SPEAK
Enhance your knowledge and understanding of promotion and tenure processes in a university setting
Consider the successful pole vault…
Success requires intensive training, planning, and support
Remember the bar may go higher While you are preparing for your jump…
Your goal for a promotion and tenure review: Clear the bar with plenty of room to spare
WHAT ARE THE CHARACTERISTICS OF YOUR IDEAL CAREER?
2010 NCI New Grantee Workshop
WHAT IS YOUR VISION FOR YOUR RESEARCH PROGRAM?WHAT DO YOU HOPE TO ACHIEVE?
Self-reflection Exercise #1
2010 NCI New Grantee Workshop
WHAT SKILLS WILL YOU NEED TO LEAD YOUR RESEARCH PROGRAM?
ARE YOU READY TO BE A TRANSFORMATIONAL LEADERABLE TO WORK IN TODAY’S ENVIRONMENT OF TEAM SCIENCE?
2010 NCI New Grantee Workshop
In order to achieve your vision…
… Consider using goal setting to help build the blocks of your research pyramid
Assess work-related values and career goals
What passions and motivations drive your work?
Work satisfaction?
Long-term goals?
Goal Setting: Taking Time to Reflect
WHOSE CAREER IS IT, ANYWAYS?
You own your career
Look at yourself
Look around
Look ahead
Identify goals and create a plan
2010 NCI New Grantee Workshop
Make a conscious decision about
which area or areas are most importantOtherwise, you make choices unconsciously
As scientists and clinicians, do you really want to make important decisions unconsciously?
Set Goals and Prioritize
GOALS
Consider short-term andlong-term aspirations
Self, Family, Career, Community and Spirit
Goal Setting: A Formal Process
Goals provideLong-term visionShort-term motivationFocus, balance and direction
Goals help to:Inventory and organize resourcesFocus choices and asset developmentPrevent diffusion of energy
Goals are best when they are:
Realistic Continuous research funding by
extramural sponsors
Positive Nationally or internationally known in
my field
Flexible Occupy a position of leadership in my
organization
Effective goals and objectives
Are prioritized Are precise Are written Are time-limited Are realistic Are not set too low
So you have your goals - now create a plan
• What new skills, knowledge, or abilities do I need to achieve my goals?
• What are some short-term goals (3-6 months) that I could start on right now?
• How can I gain the skills that will help me with my goals while in my current job?
• What relevant experiences can I have through serving on committees etc.
• Who in my network can help?
Self-reflection Exercise #2
1. KNOW YOUR GOALS
2. HAVE A PLAN
3. FIND THE RIGHT RESOURCES
Mentors!
Identifying the next best steps to meet your goals
WHO CAN HELP?
TIME TO FIND A MENTOR
Or Multiple Mentors
2010 NCI New Grantee Workshop
New investigators face complex issues
navigating the labyrinth of establishing
a research program Where to I want to go?
How to I find the right path?
Who will help me make the best choices?
Will my organization help me meet my goals?
CONSIDER MENTORING –AN ESSENTIAL STRATEGY FOR LONG-TERM PERSONAL AND PROFESSIONAL SUCCESS AND SATISFACTION
2010 NCI New Grantee Workshop
AND WHO DO WE TURN TO FOR ADVICE AND GUIDANCE?
Mentors
AND ARE THERE RISKS INA MENTORING RELATIONSHIP?
Good Mentors
The challenge is to learn from both
TormentorsTormentors
Mentors can ask great questions:
What are your immediate goals?Where do you want to be in the next 2
years?What do you want to accomplish in 10 years?Have you considered personal issues,
including work-life balance?Do you have a written plan?
Mentors can assist with timelines and goals
Mentors can help with career transitions for early stage
investigators
Issues to be addressed
What are career path options?
Do I know my talents and passions?
What skills are needed?
How do I prepare applications and interviews?
Finding resources and support Utilize mentors
and institutional resources
Explore options and short-term experiences
Find appropriate training and networking
Support practice to acquire polished professional skills
WHAT WILL YOU NEED TO BUILD AND SUSTAIN YOUR RESEARCH CAREER FOR THE LONG-HAUL?
TenacityResiliencePersistence
Optimism, Good humor, Luck, Fortitude
Empower Your Career Success
Solution Focused
Key Domains: Career planning Professional skill development Networking (Avoid Isolation) Mentoring Track outcomes
Avoid diffusion of effort
THE KEY TO AN EFFECTIVE CAREER TRANSITION – AT EVERY STAGE –IS TO HAVE A PLANAND HAVE A MENTOR!
2010 NCI New Grantee Workshop
So if your next career steps seem like a rollercoaster ride…
Remember that great things take time to build….
Research careers can be a great ride to share
with family, friends and colleaguesGood luck and enjoy the ride!