BioScience Careers

They say that every journey starts with a single step. But it also ends with a single step.

Career planning involves many steps, twists and turns and usually ends with an interview to assess whether you’re the right fit for a particular role (and vice versa).

This final step usually involves ‘interrogating’ candidates in what can feel quite a stressful situation, with questions such as, “Tell me about yourself”, “Why do you want this job?”, “What interests you about our organisation/research group?”, “What can you bring to this role?”, “Where do you see yourself in five years’ time?” Furthermore, you will have questions to ask the employer, e.g., “What is important to your organisation in terms of the working environment and culture?”.

These are very poignant questions and require a lot of preparation, research and self-reflection, if you’re to achieve a successful result. And, ironically, they are exactly the kind of questions you should be asking yourself at the start of your career planning.

So, it occurred to me, why not start at the end of the process when career planning, rather than at the start? It makes sense. Your future employer wants to know what is important to you in your career, what you’re good at, where your passions lie, what motivates you, how you like to work and what are your longer-term plans. And, although you may well be inwardly aware of the answers to these questions, articulating them out loud and in a coherent way for the first time can be challenging, awkward, difficult and even revelatory. Talking about your innermost hopes and aspirations, your interests and values, as well as doing it in a positive, convincing and forthright way to strangers in an interview can thus be quite cathartic! You may surprise yourself as you reveal characteristics about yourself that you haven’t even disclosed to your closest friends.

So how would this reverse career planning work? I’ll propose some steps that you could try out, using the following typical interview questions:

“Why do you want this job?”

To answer this question you need to have researched the role and the organisation/research group. You will need to know the requirements of the post, as well as the culture/values of the work environment. You will also need to show how it fits with your own career ambitions.

Researching roles and organisations well ahead of making job applications will mean that you’re familiar with the types of positions available, how they fit together, who works in these jobs and what are their backgrounds. You’ll also find out who is currently or previously working in this career sector. You can use this research activity as a networking opportunity to connect with research groups, companies, employees etc., even conduct informational interviews, so that you gain more personal and accurate insights into their operations and purpose. You can start to consider what you could offer to them in terms of your own skills and expertise, as well as identifying skill gaps and areas for career development, which you could address during your current role.

“Tell me about yourself”.

This brings me to another very popular question that is usually asked at the start of an interview. Here, you need to consider which aspects of your experience, skills, aptitudes and other characteristics are relevant to the role and that connect you to the requirements of the position. What gives you a sense of achievement and reward? How would others describe you? What are your strengths and blind spots?

On a broader scale, this question prompts you to consider your past experiences – your social background, reviewing your younger self and how you came to arrive at where you are now. What or who has influenced your decisions in the past and how would you describe your life highs and lows – for example, can you recall any significant experiences or turning points? Furthermore, regarding this  question, you’ll need to connect your answers to your career choices and evaluate why you’ve chosen this line of work and, more importantly, why. The process of self-analysis and reflection is not an easy one, which is why many people benefit from professional career coaching or educational sessions to help them with their self-discovery and career planning.

“What can you bring to this role?”

This question is perhaps a little easier to answer. It requires you to focus primarily on your experiences, interests and skills to show what you can offer to the project or the organisation. Maybe there’s a focus on your functional or technical expertise, your investigative skills, your ability to manage others, communicate or organise, etc. In addition, you may need to give evidence of certain personal characteristics, such as your tenacity, energy, empathy, precision, etc.

Again, being able to identify and articulate your strengths isn’t an easy activity and takes time and deep reflection to discover authentic answers. Sometimes it helps if you ask others (colleagues, friends, family) to give you some feedback and, of course, a career coaching interview can also assist in the process.

“Where do you see yourself in five years’ time?”

Having a longer-term vision of your career is not for everyone! Many of us like to take things one step at a time and, of course, in a topsy turvy world, who knows what the future holds? Furthermore, personal circumstances change, which, in turn, changes our values and aspirations. For example, having a family might make stability and security more important, which can impact career decisions.

To answer this longer-term question, rather than imagining yourself in a particular job and organisation, think more widely about what you want to do more of and what you would like to diminish. In one of my previous blogs, I use my PhD Career Choice Indicator to help researchers to identify skills of interest to them. For example, you may see yourself building on your research interests, gaining more expertise and investigative seniority. Alternatively, you may be interested in gaining greater managerial and leadership responsibilities or maybe you want to build more artistic and/or communication expression into your career.

Turning to a favourite career planning model, which I’ve described in a previous blog, you’ll see that careers is a complex and messy business! Whether you start at the beginning, end or in the middle any activities you do to address aspects of your career will be helpful. Use your research and analytical skills to interrogate yourself, the job market, career sectors, professionals, networks, etc. and use resources to assist you in these activities, as well as getting practical advice and information about how to write an effective online profile, CV and application, as well as, of course, refining your interview technique!

These simple yet powerful words were spoken by one of the speakers on a career panel at a recent event for doctoral and postdoctoral researchers that I had the privilege of taking part in. The phrase struck a chord at the time, and reminded me of a sentiment that often goes unspoken in academic environments: the quiet undercurrent of isolation.

In the world of academia, where the norm is to focus intently on your own individual project, feelings of disconnection can be quite common amongst researchers, even for those in large research groups. It’s not uncommon to realise you know very little about what other members of your research group are working on – let alone the researchers down the corridor or in the next building.

Beyond the lab, many researchers find themselves in a ‘bubble’, unaware of the breadth of resources, events, and opportunities that exist across their institution, many of which could benefit their careers or simply make their day-to-day lives feel more fulfilling.

That’s not to say that every researcher experiences loneliness, or that everyone needs constant social engagement to thrive. But finding community, whether through friendships, professional networks, or casual shared moments, can be quite powerful. Engaging with others, seeking support, or simply showing up to a talk or social event can open your world in ways that can enhance both your career and your well-being.

So, if you’re looking for ways to feel more connected, here are a few suggestions you might find helpful:

• Join a PhD or postdoc association at your institution. These groups often organise career talks, social gatherings, and even day trips. If there are none where you are, why not consider setting one up with your fellow researchers?
  
• Reach out for support from professionals within or outside your department. For example, HR, career services, student unions, and others are there to help you navigate more than just research hurdles. Sometimes, a simple conversation can remind you that you’re seen and supported.
  
• Get involved with a learned society in your field. These communities are rich with opportunities, from networking and policy engagement to writing and outreach. They often host conferences and webinars that can help you expand your network beyond your institution.
  
• Don’t underestimate the value of personal connections and activities. Whether it’s joining a sports club, going on a weekend retreat, or just grabbing coffee with a friend, these moments of rest and camaraderie can make all the difference and help to reduce stress.

Remember that the PhD shouldn’t be a solitary quest. There are fellow travellers all around you, some ahead, some just starting out, and many walking right alongside you. Consider reaching out, showing up, asking questions, and making space for joyful moments and connection: The road is easier to travel when you’re accompanied by others.

PS Thank you to ChatGPT for creating the image for this blog using the new ‘storybook’ style.

Without sounding too big-headed and boastful, you probably do! You know who I am because I have a fully completed profile on LinkedIn, Researchgate and other social media. When you meet me, I’m probably wearing a badge or have been introduced by a host at your institution. When I write to you, I use a professional signature and, of course, I publish this monthly blog.

But, do people know who you are?

More often than not, I receive anonymous emails from PhD and postdoctoral researchers asking for my help, giving no clue about their identity. I receive LinkedIn requests from people with no profile picture, title or description and I see researchers wasting valuable networking opportunities by not identifying themselves at meetings.

As professionals – and that is what you are – you need to start taking yourself seriously and making yourself more visible, so that people (including potential employers) know who you are and what you do. You can do this in a number of ways, and I’ve listed 5 below (I’m sure you can think of others):

1. Ask a friend to Google your name and see what comes up. Are you getting the exposure that you want, or is it just personal Facebook posts that are at the forefront? You can remedy this by fully completing your professional profiles on platforms such as LinkedIn, Researchgate, Orcid and your University webpage if you have one. Just make sure that they are showcasing you in the best way possible and that your information is up to date, reflecting your interests, skills and experience.
   
2. Email is one of our most favoured modes of communication, so make sure that you enable the signature, so that it appears automatically after your name. You can label yourself, for example, ‘PhD student’ or ‘Postdoctoral Researcher’, followed by the name of your department, institution and its logo. You can include your LinkedIn name and any other additional profile addresses (but don’t overdo it).
   
3. When attending conferences, consider taking a business card, especially to large international meetings. It’s common nowadays to swap business cards and you can use them to write notes on the back about what you spoke about during your conversation. Then, when you follow up with your new contact afterwards, you can refer back to this information to remind them of who you are.
   
4. Also on the subject of conferences, here’s a neat trick to help other delegates recognise you more easily: Take the long lanyard with your name badge at the end (hanging around your waist) and tie a knot in it behind your neck, so that it hangs higher up. Turn the name badge around and write your name on the blank side in bold letters so people don’t have to squint to read it. It also means when you sit at a table for lunch, your name badge is still visible! In my experience, the practice becomes contagious and other people copy.
   
5. Finally, consider your reach. In Academia, the extent of your reach tends to be very narrow and limited to highly specialist journals or scientific meetings. You can make yourself more well known by communicating more widely with, for example, the public or the media. You can do it in person, online, writing articles, blogs, press stories and so on. You may be posting pictures on Instagram about your research, or you may even have your own Blog or YouTube channel. Depending on the subject of your research, you can make yourself relevant to broader audiences who would like to hear from a researcher’s perspective.

Whether it’s on paper or on a screen, in a diary or an online calendar, don’t forget to write it down!

Trying to keep track of everything in your head is not only inefficient and unreliable, it can also lead to mental overload and unnecessary stress. Not to mention risking forgetting important tasks and appointments, missing crucial deadlines and meetings.

I ran a workshop today on making fellowship funding applications and one of the most important learning points was the importance of getting organised, checking requirements, planning ahead and seeking guidance and feedback from senior colleagues. Funding calls pop up throughout the year, so it’s vital that you record all the key deadlines on a calendar or diary so that they are not missed.

As researchers, working towards a PhD or on limited contracts, time is truly of the essence! Organising and managing the multitude of tasks associated with your research is challenging, and, on top of this, there’s the need to juggle numerous other activities, such as submitting abstracts, reports and papers or booking in time for meetings, conferences and teaching. It’s important not to miss opportunities, such as connecting with an influential professor or employer when you meet them unexpectedly or to capitalise on resources and valuable sources of information.

Writing stuff down is so easy to do, but how many of us either forget to do it or just don’t bother, thinking we’ll be able to remember and recall things at a later time? Here’s some examples of when writing it down can give you an advantage and ensure (or nearly ensure) that you never forget another appointment or a new acquaintance’s name again:

• Make regular ‘To Do’ lists. As someone who hates lists, I still find them very useful when I have loads of things to do. I don’t prioritise my tasks in order, but I may flag the most important ones and cross or tick them off once they’re done (which is quite satisfying).
  By the way, if you can’t do linear lists, try mind mapping instead – it looks a bit messy but it can be more appealing to some and it’s also easier to add in extra activities than squeezing them into a list.

• Put every meeting and engagement into a diary or onto a calendar. Even if you’re not sure you’re going to attend, make a note in case you change your mind. Add in other non-work appointments, such as family, social, hobby and voluntary activities, even if it’s ‘go jogging’, ‘do the shopping’ or ‘meet so and so for a coffee’. If you put it in your diary, you won’t double-book yourself or miss out on anything.

• During conferences you get to meet a lot of people and it’s easy to forget who they were and what you talked about. My advice is to take a business card from them if it’s offered (business cards are used at academic conferences more frequently nowadays) and make a short summary on the reverse side to remind you. Alternatively, or in addition, investigate whether the person is on social media (e.g. LinkedIn) and send them a connect request (even during the meeting). It’s a great way to expand your online network.

• You probably have a system for filing and organising references associated with your research, since you’ll need them for when you come to write your thesis or papers. However, when it comes to more informal resources, such as general interest articles, careers information, potential collaborative sources, etc. you may not record, make a note or save them. Or, if you do, it might be haphazard, such that you can’t easily locate them at a later date – if ever again. I speak from experience!

• Finally, going back to my original example, many researchers like the idea of securing their own independent fellowship and funding, which means submitting a research proposal with their application, setting out new and innovative research ideas. Ideas are underrated, especially by those who have them all the time, like a constantly eruputing volcano. Ideas come and go, so it’s important to capture them at the time and make sure they don’t fly away into the ether to be forgotten and lost. Ideas are like gold and should be cherished, especially when they have the potential to form the basis of a new and emerging research area. So, write them down and keep them safe in a notebook so that you can return to them when the time comes.

In conclusion, whether, like me, you like to keep a hardcopy diary and notebooks that you carry around and refer to wherever you go, or whether you prefer an electronic organiser app on your mobile phone, make sure to do it right and write it down 😊

I love reading fairy tales, but imagine them out of context:

The prince has slain the dragon!
The princess kissed a frog!

The information isn’t compelling, there’s no story.

In other words, “So what?” Without context, reasoning, purpose and an ending, stories have no meaning. People don’t buy into them or get interested in what you’re saying.

It’s the same when you explain what you’re doing to other people:

I do research
I’m a PhD student working on a genetics project

So what? Who cares? And, in an interview, this reaction is even more acute, with the interviewers wondering what exactly it is that you do that is relevant and meaningful to them.

The STAR technique is great for helping you to relate your experiences in an interesting and succinct way, so that you can fit in lots of relevant examples into your interview to impress the employers/research group leaders etc. I wrote about this in a previous blog, which you can read here.

Think of examples that you could use to show that you’re an accomplished researcher. Consider:

1. Why were you doing this work – what was the aim of project?
2. What exactly are you doing/have you done (in more detail)?
3. How are you doing it/have you done it? What did you do (use quantities to bring it to life).
4. What happened? What did you achieve?
5. What did this work teach you? What will you do next?

You can do it to show you’re a great analyst, communicator, project manager, problem solver, teacher, leader, etc. The formula can be applied to all your experiences. Even if you failed at what you were trying to achieve, you still did the work and your achievement can focus on what you would change, what you will do next, etc.

Here’s an example from my experience as a career practitioner to show that I am a motivated team player:

1. As a co-founder of the ‘Careers Advisers supporting Researchers in Europe’ (CARE) group, we wanted to submit a career side programme to be delivered at a scientific meeting.
2. My role was to contact the meeting organisers and convince them to consider our proposal. Meanwhile, I helped to coordinate the ideas of the group to create a powerful proposal.
3. I succeeded in convincing the organisers of the meeting by showing them examples of other career programmes including positive feedback from doctoral and postdoctoral researchers who attended them. By theming our proposal to meet the needs of junior researchers, the organisers agreed to trial it at their next meeting.
4. The programme proved to be a great success. We ran four 2-hour sessions over two days and attracted over 50 participants to each one, with feedback including comments, such as, it was the best part of the meeting and that the course tutors were professional and knowledgeable. We have been invited back again next year.
5. The experience was especially valuable for reinforcing the connections between the members of the CARE group, as this was the first time we’d collaborated together. We aim to work together on other projects in the future.

Now, you see how you really need to break down into detail the activities that you do, so that you bring your experiences to life and make them interesting and meaningful to the listener. Using good body language during your interview (e.g. eye contact, positive tone of voice), together with this story-telling technique, should make you stand out from the crowd. Furthermore, it should catalyse those listening to ask you more questions, so that a formal ‘question and answer’ situation changes into a less strained and a more natural conversation.

“So what?” should never be a question on the minds of your interviewers or anyone hearing your about you or your research. The aim is always to captivate your audience, whoever they may be, so that they come away saying “How interesting”!

And they all lived happily ever after 😊

Have you ever felt disempowered and alone? Have you ever had the feeling that no-one in your research group, department or beyond, cares about you or is even listening, that you are having to fight your own corner and losing badly?

Many of us feel this way at some time or other, but when you’re a PhD or early career researcher, this feeling can be multiplied, due to a number of factors: the nature of the academic work environment means that you may think of yourself as being an outsider, not able to voice your opinions; you’re working within a tight time frame, whether it’s towards the conclusion of your PhD or the end of a contract, so you can do without distractions; you may not have any obvious support or mentoring personnel to call upon.

Sayings such as, “Unite and conquer” – “Strength in numbers” – “Birds of a feather flock together”, are never truer to their word in these cases. Coalitions, unions, associations and societies come in all shapes and sizes, but their common aims are usually to bring like-minded people together to discuss their shared challenges, celebrate their successes, amplify their voices and, more generally, to act as a support network. For doctoral and postdoctoral researchers, joining such groups can be transformative. These organisations provide opportunities to connect with others who understand the unique struggles of academia and can offer guidance, resources, and a sense of belonging.

Associated Researchers

During the last few years, I’ve been seeing the growth of more and more doctoral and postdoctoral associations – from those set up and run out of academic institutions, through to those at the national and even international levels. In addition to these associations, other organisations exists, such as diaspora and policy For example: Leibniz PhD Network – Postdocs of Cambridge – Helmholtz Munich Postdoc Association – UK Research Staff Association – Italian Research Staff Association – Association National des Docteurs – National postdoctoral Association – https://raicex.org/ – https://poloniumfoundation.org/ – https://icorsa.org/ – Eurodoc

Looking at the webpages of some of these associations, they all have their own personalities – some focus on academic activities, others on career planning and possibilities, and, of course, social get-togethers are always a common feature! It’s likely that you know of a researcher-led association that you could join, either at the local or more national level.

At the more local level, these associations are usually run by researchers themselves, who decide on their own agenda and programme of events. At the national level, associations, such as the US National Postdoctoral Association (NPA), aims to improve the postdoctoral experience by offering professional development resources, advocacy initiatives, and a platform for researchers to connect with peers across institutions. Meanwhile, Eurodoc represents junior researchers in Europe by organising and taking part in events, as well as issuing reports and responses on matters of policy.

Membership can help strengthen and increase junior voices, so that you’re more likely to be heeded and taken seriously by those in more senior and powerful positions. Beyond professional benefits, these associations and networks can also improve mental well-being by reducing feelings of isolation – it’s not unusual for you to feel overwhelmed by the pressures of publishing, securing funding, and building a career. Having a trusted community to lean on during difficult times can make all the difference. Sharing experiences, whether through structured meetings or casual conversations, reminds you that you’re not alone.

“Safety in numbers” and other such sayings, are not just comforting ideas, they are a powerful strategy for navigating the challenges of a research career. Whether through professional associations, unions or online networks, joining forces with others can provide practical support, amplify individual voices, and create a sense of belonging. For doctoral and postdoctoral researchers, these connections are not just beneficial; they are essential. So, if you’re feeling disempowered or isolated, remember you don’t have to go it alone.

Find your flock, and together, you can soar.

When someone asks you, “Are you managing?”, you might interpret their question as meaning, “Are you coping?”. In other words, are you on top of things, or are you stressed and overwhelmed?

The word ‘manage’ comes from the Latin word manus, meaning ‘hand’ and, from there, the Italian verb maneggiare developed, which means ‘to handle’ or ‘to control’ (thank you ChatGPT for providing this information). Nowadays it has other meanings connected with organisational tasks and skills and it’s this context of ‘managing’ that is the focus of my blog:

In academia, management can often be seen as a necessary evil rather than a valuable skill set. Yet, mastering it is essential to your success, both in your current role and in your future career, whether it’s within or outside of the academic world. The ability to manage effectively can make the difference between chaos and productivity, between stress and fulfilment.

Here are some examples of how management can play a part in your research:

1. Managing Your Research Strategy

As a PhD student or postdoc, it’s easy to get lost in the details of specific experiments, but it’s crucial to keep your eyes on the bigger picture. Where is your research going? How does it fit into the broader academic landscape? What are your long-term goals, and how does your current work contribute to them?

This strategic management involves making decisions about, for example, which ideas to pursue, which conferences to attend, and how to allocate your time across different tasks. It’s about constantly reassessing your priorities and ensuring that the work you’re doing is aligned with both your short-term and long-term objectives.

2. Managing Time and Deadlines

Research is not a 9-to-5 job, and deadlines can be both rigid and fluid, depending on the context. Learning to set realistic goals, break projects into manageable tasks, and prioritise effectively is crucial. You also need to factor in contingency for the inevitable delays and setbacks. Effective time management requires not just planning but also discipline — the ability to stick to your plans and adjust when necessary.

3. Managing Resources

Whether it’s managing your funding, lab equipment, or data, efficient use of resources is key to successful research. For PhD students and postdocs, this often means operating within tight budgets and making difficult decisions about what materials, tools, or services are worth the investment.

You may also need to manage people, even if you don’t officially supervise anyone. For example, you might have to coordinate with lab technicians, collaborate with peers, or guide undergraduates – these all require people management skills.

4. Managing Data and Information

With the rise of data-driven research, managing information has become a critical skill. You need to be systematic in how you collect, store, and analyse data. Not only do you have to ensure that your data makes sense to others who might have to work with it in the future, good documentation practices means that your research will be reproducible and transparent.

5. Managing Collaborations and Networks

Research is no longer a solo endeavour. Building and managing relationships with collaborators, both within and outside your institution, is critical to your success. You need to be able to communicate your ideas effectively, listen to others, and negotiate when necessary. This requires emotional intelligence, as well as practical skills in project management and coordination.

In addition to active collaborations, building and developing a professional network is crucial and can lead to fruitful collaborations, mentorship and job opportunities.

6. Managing Yourself

Perhaps the most challenging aspect of management during a PhD or postdoc is managing yourself. Research can be stressful, and it’s easy to get overwhelmed. Knowing how to manage your mental and physical well-being is just as important as managing your research. This means setting boundaries, taking breaks, and finding a balance between work and life.

Learning to manage stress, stay motivated, and maintain a positive mindset through setbacks and frustrations is crucial. Self-management is about understanding your own limits and working in a way that is sustainable over the long term. Developing resilience and learning when to ask for help is not a sign of weakness but a crucial part of professional growth.

So, going back to my original question: “Are you managing?” If the answer is yes (even if it’s just barely!) then you’re already ahead of the game. Every challenge you face in managing your academic life is adding to your experience and the prospect of future career success.

“How do we know what you can offer us if you don’t tell us, or if you’re too modest”, so say employers. A peacock spreads its fabulous fan tail to draw attention to itself, the rest of the time he looks quite ordinary.

This is true for you as well – you need to stand out from the crowd when trying to attract potential employers, and for the rest of the time you can go back to being your usual unassuming self.

Promoting yourself is essential if you want people to know what your strengths are and how you can contribute to their organisation. Companies, recruiters, managers, research group leaders and other employers want to be clear about your particular skills and achievements, so that they can make a judgment about whether you will be a good fit for their team.

This is especially true at interview, where there is absolutely no room for modesty. It’s not being boastful or ostentatious, it’s about being truthful and transparent about your talents. It’s not lying or over-playing your worth, it’s simply telling it as it is.

Here are some tips about how to promote yourself at interview (and in other situations where you need to ‘boast’ about your abilities):

1. Know the employer:
   Research and examine the employer, whoever they are. Companies and research groups all have a presence on the internet, whether it’s a website or social media. They post up their latest news and achievements, publications and products. You can investigate their employees, researchers, culture and values. You can read their mission statement, find out who are their collaborators and/or competitors. And so on…. The more you know about who will be sitting on their other side of the table interviewing you, the more you will be able to show your suitability for the role and the organisation.
   
   
2. Know the role:
   A job description is like an exam question – you have to answer to the employer’s requirements. Refer back to their list and match up your own skills and achievements with theirs to identify which of your experiences are likely to be most relevant to the role. They usually list them in order of importance, so be prepared for the interview to focus these particular aspects, as well as including more minor tasks.
   
   
3. Know yourself:
   Your application has been successful and perhaps your online presence has also attracted the employer to invite you to interview. Make sure you revise your CV, covering letter, profile, etc. to ensure you can remember what you said that impressed them. This will form the basis of the examples you will give to prove your suitability for the role during the interview. You’ll need to provide a variety of examples from different parts of your career; try to use those that are the most recent or related to your professional experiences, ahead of those from your personal life.
   
   
4. Know your interview technique
   Employers usually have an idea in their head about who they consider to be the strongest candidate for the role before the interviews begin. You may not be top of that list, but don’t be disheartened – with preparation and using tried and tested interview techniques to answer the questions, you can propel yourself to the top of that list by giving an impressive interview performance. Key tips include:
   
   – Predicting the questions.
   – Practicing your answers, especially to tricky questions such as, “What’s your greatest strength?”, – “Give an example of when you had a resolve a conflict at work”, and even “Why do you want this job?”!
   – Using the STAR and other techniques to answer questions succinctly.
   – Relating your answers to the employer needs and making them relevant.
   – Having questions to ask the employer at the end of the interview.

You can find out more about interview technique and other aspects of the career planning process by visiting my blog archive.

Does your career start after your education? Does it start during your education? Or does it start at the beginning of your education?

I would argue “None of the above”. Your career, defined as ‘a course of progress through life’, starts when you’re born – or even before you’re born if you believe in epigenetics (as I do).

According to the Systems Theory Framework of Patton and McMahon (1996), pictured above (slightly adapted by me), there are a wide range of career influencers that come from within, from without or from somewhere in between.

These career influencers might be from within you, such as your personality, personal characteristics, preferred skills and interests, or they may come from those around you, such as your teachers, supervisor, parents, colleagues or friends, or they may be forced upon you by outside forces beyond your control, such as political or economic changes that occur within your country.

Let’s look at these influences in more detail:

YOU: Your qualifications, skills, interests, values, gender, health or personality are just some of the internal factors that shape the kinds of careers that interest you. For example, maybe you were interested in animals when you were young, which inspired you to take Biology at school and then in University and even to do a Biology-based PhD.

The type of skills you like using and other factors such as your values, can affect the kind of role that interests you or the sort of company you want to work for, as described in a previous blog. Your personality might determine the way in which you like to work, such as being in a team, working behind the scenes or being customer-focussed, etc.

PEOPLE: You are surrounded by people near and far. Some are close physically and emotionally, such as family, friends or colleagues, and have had an influence over you for a very long time. At the other end of the spectrum, other people are remote and unknown to you, such as social media connections. Everyone, including you, has an opinion about all sorts of subjects and you may actively seek their advice about your next career move. In addition, you may aspire to a role model, perhaps, you’ve visited a careers event and been inspired by a professional already doing the job, or maybe you’ve had a long-held child-hood dream job in mind, from seeing or hearing about it on TV or other media.

The people who influence your career choice change as you go through life. If you’re a doctoral or postdoctoral researcher, maybe your supervisor has a weighted influence on your career choices, or perhaps you are trying to aspire to a similar career as a former colleague, who’s now working in industry. [My advice would be to try to seek out a professional career coach or adviser to receive a truly unbiased interaction, helping you to be the central influencer of your career].

EVENTS: You are not in control of local, regional or world events and sometimes you need to flex and adapt to them. For example, the values of your organisation may change, perhaps the research project you wanted doesn’t get funded, and, even more radically, war may break out or freedoms might become more limited by governments. In this case, you will need to rely on your own experiences, resilience, your connections and your own character.

If you’re PhD qualified, you should have acquired a good set of skills, such as practical and functional techniques, the ability to adapt and learn, resourcefulness and problem-solving, communication and collaboration, etc. When your environment changes, you will need to draw upon these strengths to flex to whatever is required, whether it’s working remotely, applying your skills to a different research field or career sector or moving to another country.

CHANCE: Unexpected happenings and opportunities, chance, luck etc., can change your career direction instantly. Sometimes you need to flex to accommodate unexpected happenings, such as meeting someone at a conference or online, finding out about some information or being offered a post ‘out of the blue’. In these cases, the ability to make a quick decision, guided by your instincts or gut feelings, may be the difference between success and a missed opportunity. Many people talk about turning points in their careers – such as those featured in Nature Cell Biology – most of which have involved an unexpected moment – you may even have experienced one or more already during your own career.

Career influencers are constantly changing, ebbing and flowing, expanding and contracting. They are not static and change throughout the course of your life. Your preferred university degree subject may stem from a favourite teacher, leading you down a career path that could have been completely different had the art teacher been more affable. You may change the direction of your career, when you realise that you’re missing using your more creative side, and combine this to become a science communicator. Later in life, you may prefer to live in a place that means you need to change careers, perhaps you’ll need to learn a new language, take further qualifications or train others.

Who knows! It’s all part of the grand scheme of life…. the important thing is to be aware of what’s influencing your career and to weigh up yourself (or with the help of a professional careers adviser) what is the best decision to make at that particular time.

Related blog: SWOTTing up on your career

This month’s blog is inspired by grasshoppers! Let me explain …..

These little creatures hop about everywhere and can end up in peculiar places, such as in my bathroom and on the windscreen of my car. I tried to rescue both: The first one was easy; I collected up quite a large specimen in a jar and deposited it the field at the back of my garden.

The second case didn’t end so well. Having parked in an underground carpark, with the intrepid little cricket still clinging onto my car, I attempted to put it into a small bag and drive it back to my garden. Unhappily though, when I opened the bag up, the grasshopper had escaped and was probably still sitting lost in the concrete environs of the city carpark. There was nothing more I could do, but it did play on my mind ….

Sometimes, it’s good to ‘give in’ and allow yourself to receive a helping hand – to be rescued. Independence and self-reliance have their place and demonstrate personal strengths, such as courage, resilience and self-assuredness. However, trying to do everything yourself and, perhaps, considering asking for a helping hand to be a sign of weakness, can result in not very good results, as it were. Furthermore, fear of being mocked or rejected can also act as a barrier to seeking assistance when you’re in a difficult situation.

It puts me in mind of the age-old saying: “If at first you don’t succeed, try try and try again”. This is typically an attitude that rings true for many researchers, who certainly do find themselves in the situation of re-trying experiments, re-writing papers and re-submitting funding bids hoping, eventually, to get a positive result.

So, how can you shake off this attitude and, instead, engage with another age- old saying: “A friend in need is a friend indeed”. And it doesn’t even need to be a ‘friend’, as such. It could be a colleague, collaborator, mentor or a professional career coach. People are at the heart of our careers and they can help you …. and you can help them too when they need it !

Reaching out and connecting with others, whether they are personally close or geographically distant, whether they are colleagues or social media links, is an essential part of growing and developing your career. And on that note, here are five suggested ways you can ask people for help (and vice versa).

Foster a supportive network: Actively engage in building a network of supportive people. This might include attending professional networking events, joining online forums related to your field, or connecting with colleagues and peers on social media. A strong network can provide assistance, advice, and even opportunities for you to collaborate.

Use professional resources: Seek out professional development opportunities such as training workshops, career coaching, mentorship programmes, etc. They can provide valuable insights and help you to navigate challenges and advance in your career. Furthermore, you’re likely to meet others with similar interests along the way.

Practice reciprocal support: Be proactive in offering help to others when you see them struggling. Whether it’s a colleague working on a challenging project or a friend facing a personal issue, extend a helping hand. This not only strengthens your relationships but also fosters a culture of mutual support.

Reflect on past experiences: Take time to reflect on situations where you tried to manage everything on your own and the outcomes of those efforts. Compare these to instances where you sought help and the results achieved. Use these reflections to reinforce the importance of collaboration and support in achieving better outcomes.

Embrace asking for help: Finally, make a conscious effort to reach out to colleagues, mentors, or friends for support and guidance. Recognise that asking for help is a sign of strength, not weakness.

Related posts: Researcher Development
Weathering the storm