Advice Topic: Postdoc - Page 2 - UW Graduate School

When Is It Time to Move On?

A postdoc experience is often a leap of faith. You might make decisions about what’s next for you after your doctoral program based on need, opportunity, ambition, passion, interest, or a combination of these factors. Once you land a postdoc position, you will learn different things about yourself, and certainly you will also learn things about your research group that were not always clear through the interview process. With this newsletter, we pose the question – when is it time to move on? There are numerous factors to consider, but the main thing to know is: it is healthy to ask this question, regardless of your current experience (whether 6 months or 6 years into your postdoc). Is It Time to Change Groups?

Are you getting the opportunities for growth and experience that are important for your next career steps? It is not uncommon for a PI to hire a postdoc because of a skillset they bring to the group. This is a good thing; but, if you are simply reproducing skills and experiences from your graduate research, you are not growing. You are just working. A postdoc should be both – work and professional growth.

Are you in a mentoring or work environment where you can flourish? Postdocs have diverse needs when it comes to mentoring and work environments. Learn more about your own needs and seek an environment, a mentor, and a research group that provides the experience you need to become your best.

What about letters of recommendation? If you truly have a difficult relationship with a PI, you will likely be concerned about the kind of letter of recommendation they will provide. This is among the reasons we often advocate for building a mentoring team, or a deeper bench of supervisors and researchers who can speak for you. Develop your own succinct, dispassionate narrative of what happened with a given faculty advisor if the relationship has truly broken down and you feel you cannot trust a letter from them. You can think about core elements that are useful to share, such as: I wasn’t getting enough independence in this particular lab group and I need to grow further; we had differences of opinion regarding best directions for the work; I learned a considerable amount but we never connected and it made it difficult to sustain the working relationship… You can make it a positive story – one that emphasizes what you are seeking more than what you are not getting. Regardless of your feelings, it doesn’t look good to future employers if you talk badly about your former supervisor.

Is it Time to Leave a Postdoc Position Behind Altogether?

Postdoc experiences are great for building your professional network, gaining more skills and experience, and also doing important self-reflection regarding what kind of career is really going to be meaningful for you.

When you’ve garnered enough skills and experience to be competitive, move on! Because of imposter syndrome, some of us may never feel truly ready. Or myths may circulate about what it takes to be competitive in the job market. Do your own research on what your field needs, and get feedback from several people about your track record. Hiring committees are comprised of many people and it can help to get diverse perspectives about your strengths and where your gaps may be.

Or, after more time in an academic research setting, you may now have enough information to know this isn’t the right trajectory for you. Maybe for what you want to do next, you don’t need more advanced research training, but instead need to cultivate other skills or experiences. A variety of self-assessment tools can help you identify where your particular interests and skill sets are pointing you, and you may be surprised by the answers.

Whatever your situation, handling yourself professionally through the transitions will go a long way. Asking yourself – am I in the right place, am I getting what I need – is a lifelong practice that will serve you well in finding the best fit in work environment, supervision, and portfolio. And taking a proactive approach will help assure you get what you need. You never know until you ask! If you need help thinking these issues through, or practicing how a conversation could go with your faculty supervisor, please always feel free to sign up for an office hour or make an appointment with the OPA senior faculty advisors. Additional Resources:

The Postdoc Experience Revisited

The University of Washington, along with many peer institutions, is working to integrate the recommendations for revisiting the postdoctoral experience made by the National Academies of Sciences in 2014. We will keep you posted on progress as we move forward, and we invite you — postdocs, leaders within your units, faculty champions — to advocate for and adopt these changes locally. The following are excerpts from the primary recommendations of the report:

1. Limited Period of Service: The committee endorses the recommended practice, put forward by the NIH, the NSF, and the National Postdoctoral Association in 2007, that postdoctoral research training is and should be a “temporary and defined period.” Postdoctoral appointments for a given researcher should total no more than 5 years in duration, barring extraordinary circumstances.

2. Title and Role: In many instances, positions currently occupied by postdoctoral researchers are more appropriately filled by permanent staff scientists (e.g., technicians, research assistant professors, staff scientists, laboratory managers). The title of “postdoctoral researcher” should be applied only to those people who are receiving advanced training in research. When the appointment period is completed, postdoctoral researchers should move on to a permanent position externally or be transitioned internally to a staff position with appropriate…salary.

3. Career Development: Host institutions and mentors should, beginning at the first year of graduate school, make graduate students aware of the wide variety of career paths available for Ph.D. recipients, and explain that postdoctoral positions are intended only for those seeking advanced research training. Career guidance should include, where feasible, the provision of internships and other practical experiences. The postdoctoral position should not be viewed by graduate students or principal investigators as the default step after the completion of doctoral training.

3.3 Mentors, in addition to providing guidance based on their own experience, should become familiar with and disseminate information about all forms of career development opportunities available either at the host institution or through their professional society.

4. Mentoring: Mentoring is an essential component of the postdoctoral experience and entails more than simply supervision. Mentoring should not be solely a responsibility of the principal investigator, although he or she should be actively engaged in mentoring. Host institutions should create provisions that encourage postdoctoral researchers to seek advice, either formally or informally, from multiple advisors, in addition to their immediate supervisor. Host institutions and funding agencies should take responsibility for ensuring the quality of mentoring through evaluation of, and training programs for, the mentors.

5. Data Collection: Current data on the postdoctoral population, in terms of demographics, career aspirations, and career outcomes are neither adequate nor timely. Every institution that employs postdoctoral researchers should collect data on the number of currently employed postdoctoral researchers and where they go after completion of their research training, and should make this information publicly available.

Getting the Most Out of Your Postdoc

At the UW and the Office of Postdoctoral Affairs, we are committed to you getting the most out of your postdoc experience here. There are a few national policies and high-level recommendations that can be useful if you need leverage to ask for time from your faculty advisor, or to step out at take risks, or to start exploring career pathways. There are many more, which we highlight in our Postdoc Handbook. Just to get started, here are a few based on work from entities including the NIH, NSF, National Postdoctoral Association, and others.

National Definition of a Postdoc
- The NIH, NSF, and National Academies of Science have adopted a consistent definition. A postdoctoral fellow (postdoc) is “an individual who has received a doctoral degree and is engaged in a temporary and defined period of mentored advanced training to enhance the professional skills and research independence needed to pursue his or her chosen career path.”
Dual Role of Postdoc
- The federal Office of Management and Budget states that postdocs have a “dual role” as both an employee and a trainee entitled to reasonable release time for professional development while on federal research grants. Professional development can include travel to conferences, networking or informational interviews, attending workshops, volunteer or service opportunities, and teaching opportunities.
5 year term limits
- Based on federal recommendations, postdocs should be limited to a five year term limit across several employment titles. The focus here is for you to make the most of your time in your postdoc and then to launch into the job or career you are ready to have!
Annual reviews and IDP requirements
- Individual Development Plans (IDPs) are required for NIH supported postdocs and recommended along with annual evaluations for all postdocs as important mechanisms to encourage constructive feedback for postdocs, clarify responsibilities and expectations, record accomplishments and performance, and establish future goals for career growth and development.

UW Seattle Campus Resources for Postdocs

The Office of Postdoctoral Affairs convened a brief but rich Winter 2016 Postdoc Orientation last week. For those unable to attend, we wanted to highlight a few of the resources featured during the event. We also are debuting the first UW Postdoc Handbook (v 1.0), available by February 1 on our website to download.

Office of Postdoctoral Affairs (OPA) While research advisors, schools, colleges, and programs retain primary responsibility for postdoctoral researchers within their disciplines, the Office of Postdoctoral Affairs (OPA) is here as a resource for postdocs, postdoc advisors and managers. We are invested in a productive postdoc experience where postdocs can successfully transition to their next career move.

Need Career Guidance? UW Career Center
A list of online resources and in-person services offered by the Career Center for postdocs seeking careers in the academia, corporate, non-profit, and government sectors. Some consultation services are fee-based. All workshops are open to post-docs free of charge. Check out their Academic Career Series and Non-Academic Career Series.

Looking for Community?

FIUTS – FIUTS connects students – and postdocs – to local and global communities through programs that build international awareness, cross-cultural communication, and informed leadership. Based on campus at UW, FIUTS programs create a community of international and American students, members of the local community, and alumni around the world.

Q Center – UW Q Center is a primarily student run resource center dedicated to serving anyone with or without a gender or sexuality: students, postdocs, staff, faculty, alum, and community members. They put on regular programming events, and house a lending library. The Q Center also hosts a queer mentoring program – sign up to be a mentor or receive one. Their office is located at Husky Union Building (HUB) Room 315.

SACNAS – SACNAS UW Chapter supports the mission of fostering success of Chicano/Hispanic and Native American scientists – from college to professionals – to attain advanced degrees, careers, and positions of leadership in science. Postdocs are welcome at monthly meetings and events.

UWPA – The University of Washington Postdoctoral Association (UWPA) is an organization run by postdoctoral researchers for postdoctoral researchers. It is served by an executive committee, elected by peers, who have generously donated their time and efforts to improve the state of postdoctoral affairs at UW.

Working to Resolve Conflict?
Ombuds for consultation and mediation – The Office of the Ombud serves the entire university community by providing a collaborative and confidential environment to discuss your situation, consider options, and develop a plan for the future. Consultation and guidance regarding effective strategies to manage conflicts on your own are most common. Mediation is also available. To make an appointment, please call: 206-543-6028.

Questions about Benefits or Visas?
Benefits Office Anne Winkelman, Director

International Scholars Operations (ISO) For questions about visas, including relevant academic appointments, contact acadvisa@uw.edu.

Need Childcare Resources or Support as a Parent? Worklife and Childcare
Amy Hawkins, Director

There are other offices on campus who can help (the new Postdoc Handbook lists several). If you are in doubt about which services you need, please consult the Office of Postdoc Affairs (UWOPA@uw.edu) and we can point you in the right direction.

Originally posted on January 21, 2016.

Exploring Career Paths: Strategic Steps Postdocs Can Take

In late May 2016, we have had the opportunity to hear from some exceptional speakers on campus who offered their perspective and insights to postdocs regarding exploration and preparation for careers that will be the best fit for YOU. We excerpted out the following top tips shared during these workshops from guests Kelly Sullivan of the Pacific Northwest National Labs, Linette Demers from Life Science Washington, Matt O’Donnell, Professor and Dean Emeritus in Engineering, Sumit Basu and Hrvoje Benko from Microsoft Research.

Prepare: “Career planning isn’t so much about planning. But it is about preparing.” Having a clear roadmap won’t always help you, as it may limit you to opportunities or serendipity when something unexpected arises. Instead, invest in preparing for a range of possibilities – diversify your skill sets, cultivate curiosity, and build your networks.
Assess your skills: What is academic research training you for? In part, academic research training is about asking important research questions, developing and pursuing methods to answer those questions, and using results to define outcomes and your next questions. You are also learning how to work in teams, how to deliver results, and a full range of transferable skills. Learn to talk about your skills and interests in broader more generalizable terms than perhaps your specific, immediate research project may suggest.
Assess your strengths, passion, work style: Talk with your mentor team, or those who have worked with you and know you, and ask: “what do you think I am uniquely good at?” “What do you see as my top contribution(s) to a team or project?” Use free assessments like those offered by Doug’s Guides to get a better sense of what kind of work environment will be the best fit for you.
Explore what is out there: Your research training alone is not career preparation, even for academic positions. You have to do something more proactive. Develop your “story” about who you are, what your passions are, and how you want to contribute. What opportunities exist? Ask people: I think your job sounds really interesting. How did you get here? Cultivate an opening question “I’m new to this industry/sector, can you tell me what you do?” Get involved with more than just building technical skills in your laboratory.
Understand impact: Learn what is valued and expected in each kind of organization and work setting. Ask: “what does success or impact look like here in this sector, in this organization”? And then ask yourself – is that metric of success and impact meaningful for me. Is this how I want to contribute, and where my strengths lie.
Gain experience: All the guests discussed the importance of getting out “there” and developing experience and exposure in other sectors, even for a short stint: giving a talk, participating in seminars/sessions that are open to others outside the organization, doing a short 4-12 week internship. These conversations and experiences will both help you decide what sector feels like a good fit for you, and will help distinguish you if you apply for a job in that sector.

Closing tips from speakers:

Do something you care about.
Summarize who you are without using your technical expertise as a crutch.
Let go of worrying about what you are going to “be” – focus more on problems you are passionate about. Follow your curiosity and passion.
Spend 5% of your time looking for a new job, even while happy in your current one.
Develop relationships. They will take you places and open doors, and make your career worthwhile.
Be kind, and humble. Be realistic about your limitations and acknowledge the contributions of others.

Power Skill of the Month: Pivot. Popularized in the start-up culture, “pivot” describes the ability to drop an unproductive direction or assess signs that suggest that the direction you are pursuing is not going to bear fruit. Having the ability to pivot to a new direction, release a direction that isn’t panning out, and move on with greater energy and opportunity is key regardless of what field or sector you may work in.

Originally posted on June 2, 2016.

Managing Conflict: Strategies for Approaching Difficult Conversations

At an event in April 2016, sponsored by Hutch United and the Association for Women in Science, Emma Williams, Associate Ombud at UW, shared effective strategies for managing conflict.

First, we know that being a postdoc is highly stressful. You have many deadlines, demands, funding uncertainties and questions about your future. Research shows that people who make decisions from a stressed mental state tend to have a narrower perspective about their options. On the other hand, approaching a problem from a positive mindset – one of gratitude, generosity, and grace – can improve creative problem-solving and open up previously unseen options. In light of this, we offer a few tips the next time you experience even a minor conflict:

Take a deep breath and a break. While it is important to address conflicts soon, before they fester, it is also critical to calm down before responding. Taking a little time, even 24 hours, will often give you perspective and allow you to explore options for responding.
Prepare, prepare, prepare. Ask yourself: what would you like to see happen? And, how can you make that most likely?
Consider the ‘who, what, when, where, and why’.
- Who: Is there someone who can help you have a better discussion? Bringing in another person – perhaps from your research group or from your mentoring team – can both offer support or another perspective on the conversation.
- What: What should this conversation be about? If it is a seemingly small thing – or series of small things – in the research group, what does this pattern of behavior really signal to you? What’s really the overall concern?
- When/where: When and where are the best place to have a productive conversation? Find a neutral territory and a time when you can both focus.
- Why: What are your goals for the conversation? What are the results or outcomes you want to see?
Practice. Ask a peer or another trusted colleague to have a mock discussion with you. Practice the tough questions or responding to difficult scenarios, and practice remaining calm, respectful, and clear about your goals.
Step away when you need to. If the conversation does go sideways, take a break. Acknowledge the conversation isn’t productive now and you’ll come back to it. You can name a time/day when you want to pick it up again so it doesn’t linger further. You can also send an email follow up to clarify your goals for the conversation, and be descriptive about what is making it difficult to have this conversation (e.g. “the conversation broke down when…”), and then ask for what you need (e.g. “it would help me if…”).

While you are in it, here are a few additional strategies that can help the conversation go well.

Save your reactions. Try not to respond in the moment from an emotional place. Take time to digest what they are saying, and stick to your plan.
Consider their perspective. Ask curious questions rather than defending, such as: “Can you tell me more about that?” You may get more data, more insight into their ultimate goals. Perhaps you can also find some alignment with your own goals.
Educate, don’t escalate. It can help to be descriptive about the impact of their behavior on you or on the research group. Get them to see what is going on, and guide them to come to their own conclusions about what might need to happen.

If you need help thinking through a response to a difficult situation, you can also make an appointment with the Ombud Office to help you clarify your goals and work through a productive approach. You can reach the Ombud Office at 206.543.6028 or ombuds@uw.edu.

Originally posted on May 5, 2016.

Mental Health and Wellness

MH&W

Towards Sustaining a Culture of Mental Health and Wellness for Trainees in the Biosciences, written by Jessica W Tsai and Fanuel Muindi, discussed the importance of mental health of postdocs in benefiting the scientific community at large. Studies are limited, but we can see we clearly have work to do. According to one study, only 13% of postdocs are “flourishing” and we know that a postdoc position doesn’t lend itself to regular exercise, healthy diets, or good stress relieving practices. Lack of sleep and high levels of stress actually impede performance. Bottom line: our work will get better if we take care of ourselves!

As the figure above shows, there are many factors that contribute to well-being. Do your own self-assessment to see where you have areas of strength and where you may need to seek more support. If you are experiencing significant stress, anxiety, or depression, there are offices that can help. You may be eligible for accommodations – even on a temporary basis – and it can be worth discussing with the Disability Services Office.

The UW Mindfulness Project aims to increase holistic wellness, self-inquiry, grounded leadership and compassion within UW community and beyond. Check out their Facebook Page.

Health & Wellness provides support, advocacy, consultation and education to the UW campus community. Check out their website for more information.

For additional resources and suggestions on many dimensions of self-care, visit the UC Berkeley “Be Well” page.

Originally posted on March 24, 2016.