📣 Excited to share my latest video: “Key Considerations for Transitioning to Leadership Roles” 🎥🌟

Are you considering a leap from small team leader into more senior leadership positions in academia or research? This video is for you! I delve into essential aspects such as:

✅ Key considerations & strategies for a smooth transition
✅ Benefits of stepping into leadership roles
✅ Common hesitations & some reassurances

Leadership in academia and research is crucial for driving innovation and fostering a culture of growth. My video provides personal insights that will help you make informed decisions and empower you in making informed decisions about any possible journey into more senior leadership.

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🕒 Timestamps are as follows:

📌 (0:00) Introduction to Leadership Transitions
📌 (0:13) Leadership Transition Career Stages
📌 (0:35) Video Overview
📌 (0:53) Typical Scenarios
📌 (1:49) Typical Hesitations
📌 (1:56) I Haven’t Done Everything I Need to Do Yet
📌 (2:51) Leadership Experience is Valued for Researchers
📌 (3:18) Research Output Doesn’t Have to Collapse
📌 (3:41) Research Involvement Changes, Doesn’t Disappear
📌 (3:56) Some Time Intensive Research is Harder to Do
📌 (4:15) Letting Go and Opportunities for Your Team
📌 (4:41) Caveats: Totally Different Leadership Roles
📌 (5:17) Transitioning From Temporary Acting Roles
📌 (5:31) Acting in a Role Shortcuts Your Learning
📌 (5:45) Acting and Ongoing Can Be Perceived Differently
📌 (6:05) Leadership Skills Are Research Skills
📌 (6:27) Increased Access to Information & Decision Makers
📌 (7:03) Things to Consider When Taking a Role
📌 (7:08) Choosing Where to Stay in Technical Touch
📌 (7:36) Commit to Get the Full Experience
📌 (8:10) Requesting Extra Support
📌 (8:15) Resourcing for Junior Group Leadership
📌 (8:28) Administrative Support
📌 (8:36) Support for Transitioning After the Role
📌 (8:55) Final Notes – Not Overthinking
📌 (9:23) Experience That Informs Your Career Planning

I’ve been fortunate to travel ✈ a lot over the last 20 years, both professionally and personally.

One thing I’ve refined over many years is my so-called “carry on only” baggage game for work trips specifically. This is where you only take carry-onto-the-plane baggage and no checked-into-the-plane-hold baggage.

The idea being on busy trips you substantially reduce the chance of your checked baggage going missing, or not getting transferred onto a tight connection, which can throw a tightly planned itinerary into disarray.

First up, should acknowledge this is only feasible for some people and in some situations: if you’re travelling with your family, have a health condition that requires extra equipment, or need to take items on your trip that are only allowed in checked baggage, just for example, this is not viable. And what I need to take will be different to what others have to take.

But for when you can attempt carry on only, there’s a lot of simple tricks and items that can make your life that much easier, which I cover in this video, made “authentically” in my New York City hotel room, in the middle of my current two week work trip touring around the USA.

Please reshare if useful 🙏

🕒 Timestamps are as follows:

📌 (0:00) Introduction to Carry On Only
📌 (0:39) Key Motivations
📌 (1:20) Only Suitable in Some Situations
📌 (2:36) The Bag Situation
📌 (3:57) Vacuum Bags
📌 (5:15) Toiletries Bag and Contents
📌 (6:42) Passport Wallets
📌 (7:20) Noise Cancelling Headphones
📌 (7:58) Power Banks, Cables and Adaptors
📌 (9:03) Document Folder
📌 (9:25) Laundry Bag
📌 (9:52) Folding a Business Shirt
📌 (11:23) Folding Jackets
📌 (12:02) Comfortable Pants
📌 (13:12) Fabric Shopping Bag
📌 (13:44) Lip Balm
📌 (13:50) Backup Alarm
📌 (14:19) Pandemic and Health Items
📌 (15:03) Antibacterial Wipes
📌 (15:29) Antibacterial Wipes
📌 (15:54) Quickly Removable Footwear
📌 (16:08) Bags as Packed
📌 (16:15) Summary

If you are in the business of applying for #grants or #fellowships, you are in most cases in the business of writing #rejoinders!

The rejoinder is a critical stage in many grant applications where you get the chance to increase the proposal’s prospects, potentially getting it across the line to acceptance and award. For what is often just a few hundred carefully chosen words, you can make a very big difference to your chance of success!

In this #HackingAcademia video, I outline the key considerations and concepts that can help you make your grant rejoinders as effective as possible. In particularly I cover the key characteristics and rules of the rejoinder process that affect how you can go about the rejoinder, the process of reading and digesting the reviews themselves, and the key concepts that shape how you go about writing the rejoinder itself, including “less is more”.

Please reshare if useful 🙏

🕒 Timestamps are as follows:

📌 (0:00) Introduction to Rejoinders
📌 (0:09) The Rejoinder as Part of the Grant Process
📌 (0:25) Maximizing the Effectiveness of Your Rejoinder
📌 (0:34) What The Rejoinder Can and Can’t Do
📌 (1:16) Understanding The Grant-Specific Rejoinder Rules
📌 (1:24) Do Reviewers See Your Rejoinder?
📌 (1:44) Typical Constraints: Only Factual Correction
📌 (1:58) Typical Constraints: No New Content
📌 (2:11) Rules Can Both Be Absolute and Subjective
📌 (2:33) Understanding The Amount of Signal in Reviews
📌 (3:00) Example: High Scoring, Highly Critical Reviewers
📌 (3:11) Calibrating Risk Appetite in High Signal Situations
📌 (3:26) Negative versus Positive Reviews
📌 (3:55) Read Reviews Multiple Times and Sleep On It!
📌 (4:14) Categorized Highlighting of Reviews
📌 (4:29) Get Multiple Opinions
📌 (4:39) Drafting the Rejoinder: Key Concepts
📌 (4:52) Key Concept: Less is More
📌 (5:13) Key Concept: Words That Do Double Duty
📌 (5:37) An Attitude of Calm Assurance and Confidence
📌 (6:02) Choosing Your Battles
📌 (6:31) Group Reviewer Comments in Themes
📌 (7:02) Panels May Partially or Fully Disregard Comments
📌 (7:27) Keep Responses to Crazy Comments Short
📌 (7:42) Formatting and Spacing is Your Friend
📌 (8:10) Be Deliberate In Where You Spend Your Words
📌 (8:35) Where Possible Reference Existing Content
📌 (9:01) Rejoinders are for Crisp Responses Not Debates
📌 (9:27) Dealing with Inappropriate Reviewer Comments
📌 (10:07) Rejoinder Excellence is a Worthy Skill to Develop
📌 (10:34) Rejoinder Writing Helps With Other Skills

Most academics and researchers in a university context will engage in some sort of work with industry, government or public organisations at some stage in their career. However, how this is done can vary hugely: the experiences of a biotechnologist engaging with industry in the agriculture sector can be worlds apart from that of a computer scientist engaging with the technology sector.

One of the key variations is in the volatility of the field you’re working in – are the companies, and the people you’re interacting with, typically still there a decade later, or does everything change every 6 months? In this video, I’m focus on a bunch of practical advice on how to effectively generate and process leads in rapidly moving and volatile industries, so that this sort of activity becomes a fulfilling positive addition to your career, instead of a traumatising drain on it! In particular, I cover three key concepts: that this enterprise is very much a numbers game, that effective filtering and referrals are key, and explain the role of timelines and uncertainty.

Please reshare if useful 🙏

🕒 Timestamps are as follows:

📌 (0:00) Introduction to Effective Engagement
📌 (0:20) The Training Situation
📌 (0:33) Experiences Vary Hugely Based on Sector
📌 (0:53) Stable Versus Volatile Sectors
📌 (1:23) Video Overview – Practical Advice for Engagement
📌 (1:39) Three Key Concepts
📌 (1:52) Key Concept: It’s A Numbers Game
📌 (2:30) Maximizing Only Credible Leads
📌 (2:40) Doing It Yourself Doesn’t Scale
📌 (2:59) Two Key Solutions for the Scaling Challenge
📌 (3:13) Working With Your Industry Engagement Leads
📌 (4:17) Co-Opting Your Colleagues
📌 (5:02) Key Concept: Lead Filtering
📌 (5:14) Don’t Exhaust Yourself For the Wrong Opportunity
📌 (5:40) Filtering by Expertise Fit
📌 (5:49) Three Fit Types: Not Suitable, Competent, Perfect
📌 (6:12) Perfect Fit Projects Provide More Capacity Margin
📌 (6:31) There Typically Aren’t Enough Perfect Fit Projects
📌 (6:43) Limited Timelines Can Change Your Filter
📌 (7:18) Filtering Based on the Development Stage
📌 (7:29) Three Stages of Development
📌 (7:32) Early Stage Conceptual Ideas
📌 (8:16) Well Developed Ideas With a Detailed Plan
📌 (8:51) Joining Existing Projects
📌 (9:18) Do Due Diligence on Existing Opportunities
📌 (9:37) Your Appetite May Be Different to Others
📌 (9:52) Idea Stage Often Determines Input Level
📌 (10:06) Timing: Engagement Can Pay Off Much Later
📌 (10:58) An Increased Reputational Focus On Prior Work
📌 (11:23) You Can’t Force One Opportunity to Be Successful
📌 (12:11) You Can Successfully Engage In Fast Moving Fields

With all the coverage of #ChatGPT3, #generativeai, the speculated demise of #AutonomousVehicles and the ever present dialogue around #robotics, #artificialintelligence, and existential threats and opportunities, the need to clearly, accurately and compellingly communicate the key concepts about these technologies has never been greater.

In this #HackingAcademia video, I summarize a stack of key tips, principles and pitfalls that I’ve learnt over hundreds of public talks and engagements over many years with a hugely diverse range of audiences, and from observing others do the same thing.

Please reshare if useful 🙏

🕒 Timestamps are as follows:

📌 (0:00) Interpreting and Communicating New Technology Concepts
📌 (0:11) The Case for Communication
📌 (0:31) Learnings from Lots of Practice!
📌 (0:58) Across a Large Range of Audiences
📌 (1:11) Common Tips, Principles and Pitfalls
📌 (1:26) Knowing, and Knowing What You Don’t Know
📌 (1:42) Some Margin of Expertise is Useful
📌 (2:02) Experts with Little Real Understanding
📌 (2:54) Minimizing Academic Snobbery
📌 (3:52) There’s Always Someone “More Expert”
📌 (4:00) The Importance of Knowing Your Audience
📌 (4:19) What’s Their Level of Prior Knowledge?
📌 (4:28) Positive or Negative Exposure?
📌 (4:34) Agile or Slow Moving Organisational Background?
📌 (4:51) Positive or Negative Previous Technology Experience?
📌 (5:13) Adjust Your Communication Accordingly
📌 (5:19) Be Aware of Your Audience’s Other Challenges
📌 (6:03) Empathize With Your Audience’s Limitations
📌 (6:56) Contextualize Long Term Predictions
📌 (7:31) Explain Key Milestones To Look Out For
📌 (8:03) Run Through Plausible Scenarios
📌 (8:24) Don’t Throw the Baby Out With the Bathwater
📌 (9:12) Highlight Capability and Acceptance Thresholds
📌 (9:41) Avoid Universal Cynicism
📌 (10:17) Manage Expectations
📌 (10:24) Cautious Use of Analogies and Precedent
📌 (10:51) Explain the Variation in Technology Curves
📌 (11:22) The Myth of Endless Progress
📌 (12:02) Work on Empowering Your Audience
📌 (12:23) Emphasize The Need for Refreshers
📌 (12:50) A Valuable Learning Experience for You

Intelligence and intellectual capability!

Can you find a more controversial and debated topic? Especially how they do or don’t affect success of all types in life, from professional to personal, and simply being happy.

Yet we need to tackle these challenging topics if we are to progress.

In my new video, “Intelligence: Overrated, But Also Under Accounted For”, I tackle two key concepts that are often misunderstood, overlooked or confounded relating to intellect:

1️⃣ The statement that “intelligence is overrated”: a frequently heard comment with much truth to it, but which can be better defined as “there are often other factors than raw intellect that are more predictive of success at a certain task or activity”.

I also talk about the problematic perceptions that one must be a “genius” to be successful and have great impact in fields perceived as being intellectually intensive.

and

2️⃣ Intellectual Capability is Often Under Accounted For: while it’s true that intellect is much more rarely a gatekeeper for various careers and activities than it is perceived to be, ignoring it completely as a factor also comes with significant perils.

Just like any other capability or skill, you don’t want to compete with others purely in that area: you always want to bring your other unique strengths to bear to give yourself every advantage.

Please reshare if useful 🙏

🕒 Timestamps are as follows:

📌 (0:00) Introduction: Intellectual Capability
📌 (0:14) Concept 1: Intellect and Enablers & Barriers
📌 (0:25) Concept 2: Accounting for Intellectual Capability
📌 (0:38) Both Concepts are Misunderstood or Overlooked
📌 (0:56) Video Overview: Working Definition, Concepts
📌 (1:11) Tangible Aspects of Intellectual Capability
📌 (1:46) One Example: Ideation and Problem Solving
📌 (2:09) Hypothetical: Group With Similar Backgrounds
📌 (2:39) Equal Opportunity to Learn a New Domain
📌 (2:58) A Mostly Level Playing Field
📌 (3:07) Sidestepping Genetic Factors Completely
📌 (3:19) Variability Even Within That Group
📌 (4:26) Unpacking “Intelligence is Overrated”
📌 (4:58) A Better Version of “Intelligence is Overrated”
📌 (5:20) A Common Context Where This Phrase is Used
📌 (5:38) The Perception Problem Around Intelligence
📌 (6:34) Intellect is Often Under Accounted For
📌 (7:09) Example: Ideation and Grant Writing
📌 (7:38) Meeting Your Competition
📌 (8:29) Key Idea: “Direct” Competition Is Challenging
📌 (9:25) Differences in Output Can Be Huge!
📌 (9:42) Of Course, This Isn’t The Whole Picture!
📌 (9:57) Recognizing the Value of Non-Intellectual Factors
📌 (10:17) Grant Example: Other Potential Strengths
📌 (10:49) All Other Things Usually Aren’t Equal
📌 (11:01) Knowing and Cultivating Your Strengths
📌 (11:10) Corollary: Strong Intellects Focus On Other Areas
📌 (11:26) Summary: Two Key Concepts Relating to Intellect

Should I Stay or Should I Go?

No, not the song by punk rock band The Clash!

When you get your #PhD, one of the common pieces of advice you may hear is that you should move labs, cities, perhaps even countries, for your next position.

In my new #hackingacademia video, I unpack some of the rationale behind this common statement, and walk through a bunch of reasons why, and why not, to move labs and locations after getting your #PhD, ranging from personal circumstances, risk appetite, timing, livability considerations and more!

Please reshare if useful 🙏

Complete topic list and timestamps:

📌 (0:00) The Rule of Thumb of Leaving Your PhD Lab
📌 (0:15) Rules Are Useful… Up to an Extent
📌 (0:32) Reminder About the “Typical” Academic Track
📌 (0:56) The PhD to Postdoc Transition
📌 (1:11) Starting to Unpack The Rule
📌 (1:22) Assumption: You’ve Found a Good Place to Go
📌 (1:34) Bad Reason: It’s The Done Thing
📌 (2:09) Reason: Continuing Your Learning & Development
📌 (3:03) Reason: Growing Your Collaborative Network
📌 (3:39) Reason: Moving Can Overcome Stagnancy
📌 (4:12) Moving to Leave a Toxic Lab
📌 (4:22) Reason: Personal Experience Opportunities
📌 (4:47) Moving Early In Your Career Can Be Easier
📌 (5:18) Reasons to Consider Not Moving
📌 (5:25) Reason: Major Disruption
📌 (6:15) Know Your Change And Risk Aversion Level
📌 (6:48) Career Runway Determines How Much Disruption
📌 (7:19) Social Factors Can Be Challenging
📌 (7:56) Livability Considerations
📌 (8:36) Cultural and Lifestyle Fit is Important
📌 (9:22) Alternative: Long Research Visits to Other Labs
📌 (10:10) Some Moves Don’t Work Out
📌 (10:31) Moving Later Is Still an Option

This video, part 2 of a series, focuses on the interview process itself, as well as a number of general principles of interviewing well.

The video is focused on the example of an entry-level academic faculty hire, but a lot of the concepts are more broadly applicable to interviewing for many types of position both inside and outside academia.

Please reshare if useful 🙏

Part 1 covering the interview context, can be found here.

🕒 Timestamps are as follows:

📌 (0:00) Interviewing Well Part 2
📌 (0:12) Interviews & General Principles
📌 (0:20) Interviews Complement Other Activities Like Talks
📌 (0:36) Attitude Matters, But Be Authentic
📌 (0:48) Question: What Drew You To This Role?
📌 (1:16) Question: Balancing Priorities
📌 (1:51) Question: How Would You Lead Activity X?
📌 (2:27) Soft Skills Question: Challenging Past Experience
📌 (3:00) Soft Skills Question: Hypothetical Scenario
📌 (3:32) Question: Internal and External Service
📌 (3:59) Question: Where Do You Want to Be in 5 Years?
📌 (4:34) Teaching Discussion Topics in Interviews
📌 (5:13) More Teaching Discussion: Bridging Divides
📌 (5:39) Show You Understand Teaching Realities
📌 (5:56) Balancing New Innovations with Practicality
📌 (6:26) Research Discussion: How You’d Run the Group
📌 (6:59) Dealing with Combatative Panelists
📌 (7:42) Past History Questions
📌 (8:04) General Principles of Interviewing Well
📌 (8:16) A Mixture of Experience and Theory
📌 (9:21) Practice Makes Perfect
📌 (9:56) Open But Never Threatening, About Other Options
📌 (10:28) Interview Skills Are For Life and Generally Useful
📌 (10:44) The Interview is About More Than the Specific Role
📌 (11:10) Remember to Enjoy the Process!

Interviewing well is a key skill that will serve you well for your entire professional life, both for interviews themselves but also for a range of related activities like presenting.

In this new two part video series in my hacking academia line of tutorial videos, I cover the key considerations to interviewing well – including understanding the context, the interview structure and related areas, key things panels may ask you or be looking for, and broader principles.

This page pertains to Part 1, which covers the context and interview structure considerations.

Part 2 covering the interview process itself and general principles, can be found here.

Please reshare if useful 🙏

🕒 Timestamps are as follows:

📌 (0:00) Interviewing Well Part 1: Context and Structure
📌 (0:21) The Start of Many Academic Careers
📌 (0:32) Many Interview Tips are Broadly Relevant
📌 (0:42) Broad Principle: Accurately Portray Yourself
📌 (1:10) Understanding the Context
📌 (1:38) Single or Batch of Positions
📌 (1:55) You’re Likely One of Two Types of Candidates
📌 (2:17) The Conventional Candidate
📌 (2:46) The Wildcard Candidate
📌 (3:20) Wildcard Candidate Example
📌 (3:59) Implications of Being a Wildcard Candidate
📌 (4:32) Understanding What The Organisation Wants
📌 (4:51) Roles Building Critical Mass in Existing Areas
📌 (5:21) Roles Establishing a New Area of Capacity
📌 (5:36) Open-Ended Roles
📌 (5:53) Finding out information
📌 (6:56) Structure of the Interview Process
📌 (7:05) Typical Components of an Interview Process
📌 (7:46) Order and Attendance Can be Chaotic
📌 (8:19) Practise Concisely Briefing People
📌 (8:44) Combining Vision and Effectiveness
📌 (9:23) The Research Talk
📌 (10:15) Teaching Talk
📌 (10:51) Knowing the Area You’d Be Working In
📌 (11:32) An opportunity for you to find out more
📌 (11:51) Part 1 Summary and Part 2 Preview

REJECTED! 😭 😭 😭

How often has your heart sunk as you read that e-mail, or received that phone call.

Whether it’s a job application, promotion, grant or fellowship proposal, award or prize nomination – whatever it is, rejection can take a toll.

And, at least for me, many hundreds of rejections later, it’s never gotten “easy”. Easier perhaps, but never easy!

In my newest video, I cover key concepts for understanding and managing rejection in a professional context. I differentiate between useful and useless types of rejection. I cover the key concept of volatility with an illustrative example, and present a range of very simple strategies for managing and responding to rejection.

Please reshare if useful 🙏

🕒 Timestamps are as follows:

📌 (0:00) Rejection Montage
📌 (0:05) Professional Rejection Is Ever-Present
📌 (0:13) Rejection Means You Are Pushing Your Boundaries
📌 (0:21) Understanding and Managing Rejection
📌 (0:33) Professional Rejection Can Take Many Forms
📌 (0:55) Rejection Never Becomes Easy
📌 (1:02) Rejection Stings Because You Care
📌 (1:16) Rejection Can Be a Great Learning Opportunity
📌 (1:24) Useful Rejection Needs a Good Feedback Signal
📌 (1:39) Never Getting Rejected is a Useful Feedback Signal
📌 (1:55) Toxic Rejection is Not Helpful
📌 (2:14) Rejection for Hopeless Cases is Also Not Useful
📌 (2:25) Rejection Fables Aren’t Necessarily Helpful
📌 (2:49) Always Consider the Opportunity Cost
📌 (3:12) An Extremely High Rejection Rate is Not Healthy
📌 (3:23) Understanding Volatility is Key
📌 (3:35) Volatility is Most Impactful at Early Career Stages
📌 (3:46) Volatility Scenario: Repeated Applications
📌 (4:08) An Above Average Proposal Can Still Get Rejected
📌 (4:27) Strong Candidates Can Strike Out Three Times
📌 (4:50) Volatility is Somewhat Easier for Senior People
📌 (5:25) Early Success Can Be Brutal
📌 (5:48) Filtering Feedback From a Rejection is Messy
📌 (6:42) Better Managing Rejection
📌 (6:52) Increasing Your Numbers
📌 (7:30) Avoiding “Dead on Arrival” Applications
📌 (8:15) Recycling and Repurposing
📌 (8:48) Minimizing Loose Ends
📌 (9:08) Managing the Toll of Rejection
📌 (9:16) Quarantining Personal Time from Rejection News
📌 (9:31) Delaying Processing of Rejection
📌 (9:53) Bond With Others in the Same Boat
📌 (10:15) Rejection Can Get Easier, Somewhat
📌 (10:25) Experience Gives Perspective
📌 (10:50) Rejection Will Always Be There
📌 (11:01) Rejection Will Always Sting at Least a Little Bit
📌 (11:09) Make Sure You Celebrate Your Wins and Successes!