Category: Uncategorized

  • Time

    Where does my time go?

    Before we can start to change our time management habits we need to understand the context in which things are going wrong. We need to have an accurate insight into the choices we make on a daily basis which are sabotaging our good intentions. We need to look for pattens of ineffective behaviour and opportunities to change. This starts with a diagnostic. It’s a simple tool but will require a little discipline.

    For a few days you need to map out the tasks you undertake to build a better picture of the context in which your time management is failing. There are levels of sophistication to this diagnostic. At a basic level, you simply track what you are doing at a given time. You can decide how detailed to make your time map – it might be in chunks of 10 minutes, 30 minutes, hourly or daily (I’d probably steer you away from the latter – you aren’t going to get an accurate enough picture).

    You can add to the diagnostic with additional reflection points:

    • What did I want to be doing at this point?
    • Who or what has prevented me from doing more important things at this time?
    • Is this a time of the day at which I perform well or do have difficulty motivating myself?
    • What would help me to be more productive or prioritise better at this point of the day?

    A sample time monitoring grid is available below, but will need to be adapted to cover the routine of your working week and the level of detail you want to analyse. I’ve put in 20 minute chunks in a 9-5 day – this isn’t meant to imply this is the right breakdown, it’s just one that fits nicely into an A4 page.

    Time Log

     

    If you’ve done this in advance of attending a time management/lightening the load workshop, the completed analysis will help you to choose the best strategies from the ones we discuss. If you are doing this on your own, there are other resources around the site:

    Time Management Guide

    Ten Tips for Better Time Management

    Time Management for Self-Loathers

     

  • Research Leader Links 2016

    This page supports the final day of the Research Leader programme at the University of Edinburgh and combines the discussions from the two cohorts in 2016 – one from the College of Science and Engineering, the other from the College of Humanities and Social Sciences. As the programmes are slightly different, there may be some links on topics which weren’t covered in your programme, but I’ve included them as I believe they will be of interest or value. This isn’t a terribly pretty page, but hopefully the value of having all the links in one place will overcome its aesthetic limitations.

    Insights from senior staff

    The notes from Andy Mount and Lydia Plowman have been emailed separately. Let me know if you didn’t receive these or have lost track of them. Another interesting perspective from a senior academic in another institution comes from Glenn Lyons at the University of West of England in a blog post in which he shares his ideas for preparing for the next REF.

    http://www.futuremobility.uk/2016/02/tips-on-progressingyour-research-career.html

    Strategic Context

    Impact Acceleration – talk to your research support contact about this and whether it is a potential source of funding for ideas

    Time and priority management

    Saying NO – there are umpteen blog posts on how to say no, but these are written with an academic perspective

    Finding Focus – the Unstuck blog and app regularly posts on the theme of being more effective. This post is on staying focused in a distracting world. http://unstuckcommunity.tumblr.com/post/110532841435/15-ways-to-stay-focused-in-a-distracted-world

    Time management advice from academics https://www.shintonconsulting.com/time-management-by-academics/

    We Have to Talk – a guide to difficult conversations http://www.judyringer.com/resources/articles/we-have-to-talk-a-stepbystep-checklist-for-difficult-conversations.php

    Getting the most out of meetings: http://blogs.lse.ac.uk/impactofsocialsciences/2015/11/18/seven-strategies-to-get-the-most-out-of-your-meetings/

    Effective Supervision

    Griffith questionnaire on expectations in supervision https://www.griffith.edu.au/higher-degrees-research/current-research-students/supervision/expectations-in-supervision-questionnaire2

    Two examples of research culture online

    Raising your profile

    Royal Society of Edinburgh Young Academy – open shortly (and not for long) for applications for 2016 http://www.youngacademyofscotland.org.uk

    The Conversation – many Edinburgh researchers have contributed articles https://theconversation.com/uk

    Ten starting points to get your head around Twitter (this site) https://www.shintonconsulting.com/twitter-your-first-ten-follows/

    A guide to engaging people in your publications (this site) https://www.shintonconsulting.com/wp-content/uploads/2012/04/Boosting-the-impact-of-publications.pdf

    Graphical Abstracts – guidelines from the Cell Press journal which now asks for a graphical abstract and Elsevier https://www.elsevier.com/authors/journal-authors/graphical-abstract http://www.cell.com/pb/assets/raw/shared/figureguidelines/GA_guide.pdf (very biological!)

    Collaboration

    Unity – a platform for sharing data and ideas (New site so not sure of how effective it is, but seems more secure than most as linked to your MyED profile) http://unity.ac

    Edinburgh Datashare http://datashare.is.ed.ac.uk

    NIH Office of the Ombudsmen – includes the guide to difficult conversations (see above) but also a sample partnering agreement covering aspects of collaboration with the potential to lead to conflict https://ombudsman.nih.gov/tools.html

    Confusion in Collaboration (this site) questions to help demystify your collaborators and their interests https://www.shintonconsulting.com/academics/confusion-in-collaboration/

  • UKRMP

    This page supports a series of short workshops which ran during the UKRMP Postdoc Retreat in March 2016.

    We looked (very briefly in half a day!) at four main themes. For each one the slides from the workshop are included (in most cases we looked at a tiny fraction of the slides and information I could have drawn from) as well as any links to key sites or resources. Thanks to all who were involved – despite needing to cover things at breakneck pace it was great fun to work with you all.

    Theme 1: Facing the challenges of a postdoc career and planning to address these. This includes the write up of your discussions about the challenges you were facing, which of these you felt were YOUR responsibility and which needed the support of others to address. Your ideas about how the UKRMP could provide career enhacing opportunities are being reviewed by the hub managers.

    UKRMP Career Challenges

    I’ve written a couple of guides to career development for postdocs which are openly available on the Research Staff Careers section of Newcastle University’s website.

    The second part of this session looked at the qualities of successful academic leaders and the challenges THEY were facing

    UKRMP Transition to Academic Leader

    The themes we covered are explored in more detail in the Academics section of this site. Time managmentresilience and building a Research Profile(including on social media) are common topics I cover with academics. The uncertainty that you may feel about your chance of success on the academic path are partly because of the small number of opportunities compared to the number of postdocs chasing them and partly because of imposter syndrome – make sure you aren’t discounting yourself because of a fear that you aren’t good enough. Get support and mentoring.

    Other good sites to help understand and apply for academic jobs:

    jobs.ac.uk, particularly the careers advice section

    An Academic Career (from the University of Manchester)

    Pursuing an Academic Career (Vitae)

    Academic success is increasingly about success in securing funding. Our pages on funding support the workshops we run at the University of Glasgow, so some links are Glasgow or Scottish focused, but there are lots of resources relevant to any researchers. The physics section also focuses on funding – don’t be put of the fact it’s a different discipline. Most of the advice from researchers, reviewers, funders and panel members is applicable across disciplines.

    Theme 2: Boosting your CV for any employer This was the presentation about “oomph” 

    UKRMP Oomph

    I’ve blogged about the ideas in a very similar presentation in my post on Impact, Initiative and Ideas

    Theme 3: Understanding the range of opportunities open to academic researchers. Sarah Blackford, an expert in bioscience research careers has developed a PhD career choice tool which is worth looking at in the early stages of your career exploration process. You might also find the career stories and destinations of former researchers information on the Vitae website helpful for seeing the transitions made by other researchers. In the session I also mentioned the “Ten Types of Scientist” overview produced by the Science Council a few years ago. It’s aimed at students with the aim of illsutrating the diversity of science careers, but I think it is useful for getting you to start looking at scientific options in a different way.

    UKRMP Options

    Theme 4: Marketing academic research experience to a wide range of employers We had to really rattle through this, but you should be able to get personal support in your institution from the Careers Service. Most (admittedly not all) will support postdocs and many have dedicated advisers for researchers. USE THEM and if they can’t help you find out if your researcher development unit can bring in an expert. My suggestion would be Sarah Blackford who specialises in bioscience research career development and options. 

    UKRMP marketing

     

  • Research Ventures 2014

    Research Ventures is an annual programme which aims to developing enterprising thinking in Scottish researchers. The slides from this year’s programme are below:

    Research Ventures 2014 – Sara Shinton’s introductions to each day

    Broadening ideas – the creative thinking session

    Networking

     

     

  • Leaky Buckets

    I’ve been running workshops supporting new (and aspiring) principal investigators/research leaders for about ten years. Over that time the content of the workshops has developed and as some topics fade from relevance, others become more important.

    The latest addition is resilience. There are two ways of looking at this – either that it’s a depressing indictment of academic life that we need explicity help to cope with the pressures, or a more positive view which is that it’s always been tough, but that the culture has shifted so it’s OK to talk about the pressure. Perhaps it’s one of the many wider benefits of the Athena Swan initiatives which are trying to create a more balanced and inclusive academic community.

    Whatever the driver behind the increasing willingness to talk about challenges and dealing with them, it means that over the last 2 years or so I’ve been covering the topic with academic groups. This post explains how we look at resilience, links to some of the resources we’ve found and shares insights from some of the academics who thought about their own resilience tactics. We use the analogy of a bucket during the workshops. Resilience comes from a combination of eliminating or reducing holes from the bucket, whilst keeping the bucket topped up.

    What puts the holes in your bucket?

    We start with a discussion about what drains away resilience and causes stress. Most people recognise their own triggers easily, but sometimes it’s useful to refer back to discussions about individual preferences that we have earlier in the research leader programmes we run, using the Myers-Briggs theory. One of the resources that helps are the MBTI stress heads posters. If you don’t like MBTI it’s probably best to stay away from this site as it will make you cross (this is supposed to be a post about building resilience, not making people cross).

    MBTI suggests that my stressors will include:

    ESFP-stress-head Image: WWW.CPPBLOGCENTRAL.COM

    I largely agree with this. I find myself feeling drained when I have to deal with:

    • mean people – unecessarily rude emails, aggressive challenges in workshops (happy to be challenged, but no need to be unpleasant)
    • saying no, but also dealing with the consequences of saying yes to too much
    • finances, money, insurance, tenders
    • travelling (for me this is mostly driving long distances on days which are draining enough)(but hopefully not for much longer)
    • people who don’t take responsibility for their own actions and futures
    • people who think “it’s all right for you” (see above)
    • people who don’t say thank you when I go to trouble for them

    The point in the workshop when we talk about this is also a chance for people attending to vent a little of their frustration and realise that it isn’t just them. We sometime talk a little about Imposter Syndrome which gives me an excuse to point to Professor Dame Athene Donald’s blog post. Interestingly, she’s returned to this topic more than once. It’s not just you…

    Common holes in buckets include:

    • Colleagues who are bottomless pits of despair and/or demands
    • Lack of respect
    • “Meteors” – uncontrolled, unexpected, unpleasant things that drop out of the sky
    • Rejection
    • Managing and dealing with competitive pressure
    • Pointless bureaucracy, particularly when demanded at short notice
    • Priorities changing (i.e. new head of school, new university policies)
    Some researchers also mention the impact of REF, politcally driven research agendas and funding models for the work they are doing. We don’t dwell on the negatives for long. The next stage is to look at studies into workplace resilience. We look at two:

    Robertson Cooper – who have a resource on-line which allows you to create a free personal iResilience report (although I have to say, I didn’t find mine hugely useful)  http://www.robertsoncooper.com/improve-your- resilience/i-resilience-free-report-preview

    Psychology Foundation of Canada – which has produced a short, but informative  Workplace Resiliency guide.

    Once we’ve looked at the key features of the two models, we work in small groups to identify things that we already notice improve our resilience and what else we can do. It’s different for everyone, but these have come from academics and researchers during workshops.

    • Develop mindfulness – focus on the task and the goal
    • Build clarity about what’s really important
    • Keep things in perspective
    • Hobbies – outside interests – work-life balance
    • Don’t be afraid to ask for advice
    • How would my mentor/someone more experienced handle this issue?
    • Have a Plan B/contingency plan
    • Don’t be reactive
    • Have a cool head
    • Choose your battles. Sometimes the path of least resistance is best
    • Problem definition & problem framing to find out what’s really going on
    • Exercise
    • Talk with positive people
    • Get a sense of perspective
    • Remind self of autonomy
    • Confidence
    • Remind yourself of your accomplishments
    • Regard every “set-back” as a learning experience – don’t keep on making the same mistakes

    The various models of resilience building have common themes. These seven are the ones that have resonated with me – you may have others.

    1. Having a good balance between work and life. By being able to relax and switch off from work; by being able to give time and energy to our families and friends, we are more likely to have focus at work because of being rested and less affected by guilt.
    2. Achieving our goals. If we can see that we are regularly achieving progress, we build a sense of being capable and in control. When we face a new challenge, we do it with a memory of success in other areas.
    3. Doing meaningful work. Working on something that we see as being important and in tune with our values helps us to be motivated by a wider purpose and to be committed to overcoming barriers.
    4. Having good support network. People are key to our success and happiness, as has been repeatedly stated in other chapters. Don’t be an island – develop strong relationships with people who can support, reassure and help you.
    5. Exercise and healthy eating. It is perhaps the greatest injustice in life that sitting on the sofa watching Poirot repeats and eating hob nobs will never be the key to a healthy existence. Regular exercise and eating well need to be part of your resilience strategy. Nothing else has the same impact on emotional and physical wellbeing, both now and in the future.
    6. Seeing the positive. Without being naïve, it’s important to see the best in our environment and colleagues. When faced with a difficult situation, you should believe that you can find a positive outcome and that people aren’t trying to take advantage or belittle you. Look for the positive and if it isn’t there, seek help.
    7. Getting feedback and reinforcement of achievement. Resilience grows when we can trust our judgement in difficult situations. This will be strengthened if we get feedback from others when we do well – make sure that you get an annual review and discuss successful outcomes to previous challenges with your line manager.

    More resources: (thanks to Janet Wilkinson of ThreeTimesThree Consulting for these suggestions)

     Professor Derek Mowbray  has written a series of guides to buiding resileinces as an indivdiual, manager and organisation. These resource builds on his research in the area and the personal guide is written in a questionnaire/workbook format that makes it easier to develop your own resilience strategy.  http://www.mas.org.uk/publications/personal-resilience-guide.html

    Confidence can come from understanding your strengths rather than focusing on what you perceive are weaknesses. The Strengthsfinder book is a useful tool for identifying areas in which you are performing well as a basis for improving performance. With the book is a code to complete an online questionnaire which results in a comprehensive report and action planning suggestions.

    Resilience is often linked to a feeling of control which relates to time management. Our time management guide and our post on time management advice tailored for academics, may be useful if you feel over-committed or that you aren’t setting the right priorities.

     

     

  • Academic Career Planning – seek advice and ye shall find…

    Despite the challenges facing the academic sector across Europe – reduced funding, increased competition for posts and the eternal “post-doc” problem, an academic career is still the aspiration of many early career researchers. 

    My work brings me into contact with incredibly talented and productive researchers, many of whom never achieve a permanent academic position. When I contemplated an academic career as a PhD student and postdoc, I thought that if I worked hard and produced enough papers, I’d be on track to secure a lectureship. As soon as I shared these aspirations with academics in my departments, they improved my awareness of the expectations and needs of recruiting departments.

    I needed to publish more and to publish things that changed the way people thought in my field.

    I needed to leave the department (where I had completed my degree and PhD), ideally to work overseas to broaden my network, learn new techniques and become more personally resilient.

    I needed to learn how to write grants even though I wasn’t eligible to hold them.

    I needed to start thinking about what my own research area was going to be, and to equip myself to contribute to it.

    I needed to be less concerned, less interested in teaching – this wasn’t going to help my career progress (harsh, but fair advice in my field for someone at my career stage.

    This advice came almost twenty years ago and although there have been additions to the demands, this advice is still very sound. What is interesting though, is that until I asked people specifically what I should be doing to try and get a lectureship, no-one volunteered these insights. If you hope to become an academic, have you spoken to any? Particularly those who have been recently appointed and know the current demands.

    Most academics I know are incredibly supportive of their students and young researchers in their departments. Most are also willing to share their advice with other researchers they meet at conferences or through other networks. Some very special ones are also willing to be involved in career development workshops!

     

    Last week I was priviledged to be invited to run a couple of workshops at the FOM Young Scientist Day in Amsterdam. I was joined in my sessions by Professor Sylvie Roke from EPFL in Switzerland. Sylvie started the day with a plenary address on her career during which she talked honestly about the challenges, how she overcame them and the investment she has made in her career to be successful. Sylvie also displayed a healthy attitude to her own work-life balance – she has other interests and chooses not to spend all her waking hours at work. Therefore she has to be efficient and effective. Her work with a career coach has helped her to find a way to achieve more and to manage others better. 

     

    The slides and additional notes from the workshop are below. I hope to elaborate on the advice section in future posts. 

    As I listened to all the speakers I heard fascinating and important career development messages coming again and again. I’ve mentioned a few in my last posting and on my twitter feed but the idea I’ve taken away most strongly is the idea of control – stay in charge of your own career. Two of the speakers had called up employers who had rejected them and secured the job – either immediately or soon afterwards. One had written a letter to point out the devasting impact of a rejected grant application – and convinced the funder to rethink and give them the money. Too often and too quickly we let other people or circumstances halt our plans – could a little of the perserverence that researchers need to progress in their science be a magic career ingredient too?

    (Most of the researchers who attended were physicists but the discussions we had could be applied to any academic field.)

     

    As a final note I should add that when I started to ask my senior colleagues for advice, a few asked me to think about whether an academic career was right for me. They were generous with their suggestions, advice and networks and helped me to find a better path forward which suited my strengths and interests more closely. Although not easy to hear at the time, talking about my career and asking for advice opened my eyes to the alternatives. As someone asked in my workshop last week, “Why do we all want academic careers?” Is it because you don’t know what else would bring you satisfaction and excitement?