PhD Transition Report On-Demand

Here’s a quick rundown of this week’s episode…

• First, Isaiah talks about the importance of identifying and dealing with the negative people in your life to prevent them from holding you back
• Next, Isaiah discusses what you can do if you’re in an environment where you can’t just cut out the negative people
• Finally, Isaiah illustrates how you can channel negative energy into positive actions by telling the story of the Atlantic codfish

The people you allow in your life will affect your emotions, your decisions, and your actions. Most importantly, they will affect your options. You’ll never reach your full potential if you keep giving your valuable time and energy to negative people.

Stop letting everyone into your life. Start making room for your biggest dreams. Create space for new, positive people who will support you and like you just the way you are.

If you’ve already let negative people into your life, cut them out. If you can’t cut them out, use them to your advantage. The key is to deal with these negative people without becoming a negative person yourself.

I understand that you may be stuck in a classroom, lab or other current role with negative people.

In these cases, you can let your adversary be your advisor. Very often, when stuck, you can leverage other people’s negative energy to your advantage, transforming it into positive and productive energy.

The Atlantic codfish was in high demand in America at the turn of the century, as news of how good these fish taste spread across the country all the way to the West Coast. But there was a problem. How could the West Coast restaurants that wanted to serve Atlantic codfish get the fish across the country and still keep them fresh?

They tried to freeze the fish and send them by rail, which was the fastest means at the time. But, when the West Coast restaurants received the fish and prepared them, they turned out to be very mushy and lacked flavor.

A little later, someone decided to try shipping the fish live by turning the railroad cars into huge saltwater aquariums. When the Atlantic codfish arrived at the West Coast restaurants, they were still alive. But, when they were prepared, they were still mushy and tasteless.

A few years down the road, a young scientist started studying the codfish and discovered that their natural enemy was the catfish. The scientist recommended that the West Coast restaurants ship the codfish in the huge saltwater aquariums as before but this time with a few catfish.

When the codfish arrived and were prepared, they were flaky and had the same flavor as when they were caught fresh. The catfish kept the codfish from becoming stale.

In the same way, if you have a negative person in your life that you can’t escape by traditional means—walking away, ignoring them, going around them—then use them to your advantage. Learn from them. Turn them into your advisor. Channel their negative energy into positive action. Use it as fuel to drive your job search forward.

If you’re ready to start your transition into industry, you can apply to book a free Transition Call with our founder Isaiah Hankel, PhD or one of our Transition Specialists. Apply to book a Transition Call here.

The post How To Deal With Negative People appeared first on Cheeky Scientist.

Here’s a quick rundown of this week’s episode…

• First, Isaiah tells why PhDs often annoy industry employers using his own story as a reference
• Next, Isaiah talks about the information you should have to make yourself presentable to employers and the importance of self awareness
• Finally, Isaiah explains the most important aspect of a hiring process and how you should prepare for it

What’s worse – being invisible to industry employers, or being seen but being seen as another annoying PhD?

I know for a fact that I annoyed the first few industry employers I reached out to when I was starting my job search because I made it all about me. I need a job! Pay attention to me! Read my resume! Help! I’m desperate. It was an awful way to present myself.

On top of this, I was experimenting in my job search. I was trying things out. I figured trial and error worked well in research so why not apply it to my job search.

What I should have been doing is learning as much as possible about the employers I was interested in working with and contacting them professionally, while presenting myself as the perfect solution to a specific problem they were having.

As a PhD working to transition into industry, you need to be prepared to present yourself as a credible and viable solution to the problem an industry employer is facing.

After all, the employer has a job opening because they have a need. Do you know what that need is? Do you have any idea why the job is open in the first place? If not, you need to find out before you interview with the company.

To get a job offer following any real-time interviewing interaction with an employer requires you to display a certain level of mastery—not mastery over your skills or over the job at hand but mastery over yourself. Self awareness, more than anything else, is what you are being evaluated on during any industry interview. Most PhDs find this very hard to believe, but it is absolutely true.

Few employers will require anything beyond answering a few questions during an interview, which, if you think about it, is absolutely nuts. Industry employers will pay you tens of thousands of dollars a month based on the answers you give during a few short meetings. They’re going to commit not only their money but their people and numerous other resources to you based on what you say about yourself during a few real-time interactions.

This is still the most reasonable means of hiring top talent today. Imagine applying to an industry job only to have the hiring manager bring you into the interview and say, “Okay, today you’re going to manage three of our team members all day while we shadow you and evaluate your every move.” Or “Today, we’re going to stand over you while you run ten different lab experiments.”

This doesn’t happen for a variety of reasons. To start, you have not been onboarded by the company or trained in the company’s processes. The company’s team of current employees does not know who you are or how to work with you.

Instead, these employers will evaluate your behavior. They will see how you master yourself under stress.

This is why studying common interview questions is a waste of time. It’s also why waiting until you get an interview to prepare for an interview (or “cramming”) is ineffective. You need to practice interacting with other professionals in a very professional way behaviorally.

You need to work hard on how you are presenting yourself to industry employers. You need to gain some professional awareness, and you need to start now.

If you’re ready to start your transition into industry, you can apply to book a free Transition Call with our founder Isaiah Hankel, PhD or one of our Transition Specialists. Apply to book a Transition Call here.

The post Make Yourself Presentable To Employers appeared first on Cheeky Scientist.

Here’s a quick rundown of this week’s episode…

• First, Isaiah discusses the effect that other people’s opinion can have on your emotions and behaviors
• Next, Isaiah reveals why most people are better off trusting their instinct than asking for advice about their lives
• Finally, Isaiah illustrates how this can affect PhDs who are still in academia and what they should do if they want to avoid getting stuck

Other people’s opinions about you and your career can be like viruses. They can infect you. No matter who you are or how strong you may be, other people affect your emotions and behavior. These feelings and actions circulate through social networks in patterns similar to that seen in epidemiological models of the flu virus.

A scientific study published by the Proceedings of the Royal Society estimated that every positive person you let into your life increases your chances of being positive by 11 percent, but every negative person you let into your life doubles your chances of becoming negative.

Yet, most people will let just about anyone into their lives. Most people are too free with those they let in and what they take in from these people vis-à-vis listening to their blather. They passively let negative people share their limiting beliefs and limiting opinions.

As counter-intuitive as it seems, most people make better decisions when they don’t ask for other people’s opinions. You’ll do better when you listen to your inner voice. This is because what you want in life is strongly affected by what other people want in life. Just seeing or hearing about what someone else wants, makes you want it too.

Other scientific studies reported in the Journal of Personality and Social Psychology show that people who watch someone else pursue a goal are more likely to pursue the same one. In fact, those same studies showed that people who simply read about another person pursuing a goal are more prone to seek it, too.

Likewise, when you hear advice about what other people want for you, you’re more likely to want the same thing. Their advice influences what you want. It can change your motivation, often for the worse. You can’t solve a personal problem with someone else’s answer. You can’t figure out what your limits are by using other people as a yardstick.

Most people, when faced with adversity, run to their friends and families to ask for help. What should I do? they ask them. Or, even worse: What do I really want? Who am I? Other people can’t answer these questions. You need to find these answers yourself.

The problem is that you’ve been conditioned to value other people’s opinions more than your own. You’ve been trained to want to be like other people, to think like them.

Not only are you taught to listen to other people, you’re also biologically wired to copy their behavior. Mirror neurons in your brain automatically cause you to copy your surroundings.

Scientific research shows that people who are lied to are more likely to lie and cheat. Similar research shows that having an obese friend increases your chances of becoming obese by 171% and having a smoker in your family increases your chances of smoking by 61%.

Given this, what do you think the effect of asking other academics for advice about your job search and career is worth? What do you think the risks are?

If you’re surrounded by lifetime academics and only go to these academics for advice, you will end up like them. You will value the goals they value, think the way they think, and do what they do, and you will never, ever transition into industry.

It’s time to change who you hang around and who you listen to. Your job search and your career depend on it. This takes us to the end of today’s Transition Report. Remember your value and continue to think and act like a successful industry professional.

If you’re ready to start your transition into industry, you can apply to book a free Transition Call with our founder Isaiah Hankel, PhD or one of our Transition Specialists. Apply to book a Transition Call here.

The post Other People’s Opinions Can Infect You appeared first on Cheeky Scientist.

Here’s a quick rundown of this week’s episode…

• First, Isaiah describes the wrong job search sequence he, and other PhDs, used to follow
• Next, Isaiah discusses the steps you should take to put together a job search strategy in the right sequence
• Finally, Isaiah explores what will happen once you commit to the right job search sequence

My first industry job search looked like this: I’d wake up on a random day tired of doing my meaningless research and feel motivated, briefly, to update my resume.

Then, I’d submit the same resume to 5-6 different positions, feel great about myself for a few days and do nothing at all for my job search, reach out to a few contacts on LinkedIn over the weekend when I could batch all my networking (of course Saturday was the worst day to reach out to people).

I’d start to feel bad about myself two weeks later when I didn’t hear back from the jobs I applied to and then a few weeks later do it all over again.

Does this sequence sound absurd? As you read it, you might have thought: Ridiculous! What kind of moron searches for a job like this! Well, me for one. But what about you? Is your job search any different? If we cataloged your job search activities in a spreadsheet hour by hour, what would the result look like?

An industry job search, executed in the correct sequence, starts with understanding your career options and creating a job search strategy.

Creating a job search strategy starts with realizing that sequence matters. You cannot just haphazardly execute different job search activities at different times. Your approach must be organized in the right order. You also need to record your progress.

At the very least, you should have a spreadsheet with five columns: Companies of Interest, Job Postings or Informational Interview Notes, Company Contacts, Date You Last Followed Up, Next Follow-Up Date.

I know, who would have thought that you had to create a document to catalog your job search process? Once you realize that a job search is a second job that requires very robust effort, you’ll finally see why staying highly organized and documenting your progress is so important.

To get hired, you must design a campaign. You must map out the steps you’re going to take, and you must plan for contingencies. You cannot just fly by the seat of your pants.

Thinking about your job search does not count as an activity. Wanting to transition doesn’t count either, nor does playing out various scenarios in your head. Thinking about, dreaming about, and considering the possibilities of your transition are not the same as executing a job search.

Once you have a strategy in place, you must grow and engage (or reengage) your network. The major component of your networking efforts is following up consistently with an ever-growing list of contacts at the companies you want to work for, setting up informational interviews with those people, and gently guiding them to a position where you can gently ask them for a job referral.

That’s where you need to live. If you want a job that pays well and allows you to do your best possible work, you must get organized, you must document your progress and you must get comfortable with seeking job referrals. This takes us to the end of today’s Transition Report. Remember your value and continue to think and act like a successful industry professional.

If you’re ready to start your transition into industry, you can apply to book a free Transition Call with our founder Isaiah Hankel, PhD or one of our Transition Specialists. Apply to book a Transition Call here.

The post Follow The Right Job Search Sequence appeared first on Cheeky Scientist.

Here’s a quick rundown of this week’s episode…

• First, Isaiah reveals what it takes to master a skill and what is the fundamental difference between elite and average performers
• Next, Isaiah dives deep into what it takes to be a top performer in whatever skill you’re trying to master
• Finally, Isaiah explains how this relates to you job search and why you should always prioritize being productive over being busy

You may have heard that mastering any skill, whether it’s business, surgery, playing the violin, or fencing, requires 10,000 hours of practice. What you may not have heard is that this practice is best done in short bursts, not in long, drawn out days.

Studies reviewed in Psychological Review have shown over and over again that the fundamental difference between elite versus average performers in any field is the number of hours the elite tier spends on deliberate practice  —the uncomfortable, methodical work of stretching your ability to execute a skill.

Elite performers deliberately practice three times longer than average performers. That’s not the surprising part. The surprising part is that the average performers practiced more hours overall. So, what gives? The average performers work harder than the elite performers and don’t get rewarded for all this effort? No, they don’t. It’s how you practice that matters, not how long.

When researchers compared the mean time both sets of performers spent working versus the waking hours of the day, they found that average performers passively spread their work throughout the day.

The elite performers, however, were very selective with their efforts. Instead of spreading their work out passively, they consolidated their work into short bursts. These performers’ working time versus waking time charts showed two sharp peaks—one in the morning and one in the afternoon. Elite performers spent more time in deliberate practice but only worked an average of 3.5 hours a day.

Are you putting in hours of deliberate practice for your job search? If not, how can you get any better at it?

Unfortunately, most PhDs would rather feel busy in their academic endeavors, even once they’ve decided to leave academia, than be productive in their job search. You can set your agenda for your life, or you can follow someone else’s agenda, like your academic advisors. The choice is up to you.

The biggest problem with being busy all the time is that it keeps you reliant on other people. Busyness keeps you dependent on other people. This herd mentality is your brain’s default mindset, and it’s what you have to actively work against every day if you want to be successful in your job search and career.

The only way to stop blindly following others is to stop doing what others want you to do. That means setting firm boundaries with people and continuing to spend more and more time on your own goals.

Staying busy doing what you’ve always done instead of being productive in your job search will only lead to giving up on your career dreams and staying yet another year in academia or in another job you don’t enjoy.

If you’re ready to start your transition into industry, you can apply to book a free Transition Call with our founder Isaiah Hankel, PhD or one of our Transition Specialists. Apply to book a Transition Call here.

The post A Busy Versus Productive Job Search appeared first on Cheeky Scientist.

Here’s a quick rundown of this week’s episode…

• First, Isaiah discusses why all PhDs have top of the line speed of learning skills
• Next, Isaiah reveals the lies that other candidates tell PhDs because they are scared of their ability to learn new things quickly
• Finally, Isaiah tells you how you should leverage your speed of learning to ensure you get into your target industry job

When I was in academia, I always felt slower and less intelligent than those around me. I’m not sure why, but years later I realized that most PhDs felt like this.

As PhDs, we hold ourselves to an incredibly high standard and, when left unchecked, this high standard can result in impostor syndrome, analysis paralysis and intellectual defensiveness. The first step to overcoming this is to realize how valuable you and your PhD training are.

The most valuable skill you have is your ability to learn faster than any other group of people. This is because PhDs are rigorously taught how to learn. After all, the acronym “PhD” stands for a Doctor of Philosophy, and philosophy stands for knowledge and the ability to ascertain knowledge, which makes PhDs quite literally doctors of learning.

Your ability to learn quickly, especially on the job, is incredibly valuable to employers. It’s also exceptionally rare. Just watch the average job candidate try to learn a new software program or Standard Operating Procedure (SOP). Then watch a PhD learn that same software program or SOP. The speed at which the PhD learns, as well as the autonomous nature of their learning, is unmatched.

Speed of learning is a competitive advantage that frightens other job candidates.

This fear is often expressed through misinformation like, “You’re overqualified if you have a PhD” or “PhDs are too academic to ever excel in business” or “You can’t get a job without industry experience.”

Don’t believe those lies. Feeling blind in terms of your industry transition, feeling stuck in academia with no idea how to change your circumstances, or feeling as though you are begging to get hired or begging to get promoted to your next industry position does not have to be your professional experience.

As a PhD, you have the ability to learn everything you need to know about getting hired in industry. You also have the overall value necessary to be sought after by industry employers throughout your career.

The key is communicating this value and translating your quickly assimilated knowledge into action.

If you’re ready to start your transition into industry, you can apply to book a free Transition Call with our founder Isaiah Hankel, PhD or one of our Transition Specialists. Apply to book a Transition Call here.

The post Speed Of Learning Is A Key Industry Skill appeared first on Cheeky Scientist.

Here’s a quick rundown of this week’s episode…

• First, Isaiah tells the story of how he got stuck in academia
• Next, Isaiah reviews the data that show why academia has failed PhDs
• Finally, Isaiah explains why you need to accept this reality and take action to get your career back on track

I was so happy to get into graduate school. I thought the rest of my career was set. I would get my PhD, have a road paved in gold ahead of me.

The road would lead to either an untouchable tenured professorship, or, should I choose, a highly successful career in industry. I would probably start out as a VP at Pfizer or Intel.

Five years later, headed toward my sixth year, I found myself desperate to get a response to hundreds of resumes that I had sent out over the last two months. What happened? Like many PhDs, I ended up stuck in academia with no training on how to get out.

The average graduate student across all fields now takes 8.2 years to get their PhD and is thirty-three years old by the time they defend.  Up to 80 percent of those PhDs end up unemployed or in low-paying postdoc and teaching assistant positions, which, according to the government, are training positions rather than real employment. 

The average time spent in postdoc positions has swelled from just one year to anywhere from six to ten years—what is now referred to as “chasing postdocs.”  Worse still is that universities have started to hide how many postdocs they have by labeling senior postdocs as “nonfaculty staff” or “research associates,” even though the PhDs in these positions continue to get paid very poorly without access to any retirement benefits or, in some cases, healthcare.

Full-time professorships have been replaced by poorly paid “professor in title only” part-time, adjunct, and contract professorships, which is why the New York Times recently dubbed academia as “Adjunctatopia.”

PhDs have gone from being revered experts the world relies on to invisible laborers trapped in a pyramid scheme supporting only a handful of full-time professors. This is why so many PhDs dream of transitioning out of academia, even though they have no idea how to do so.

While today’s message may seem to be all doom and gloom; it’s not. The goal here is simply to recognize the problem and to finally, fully wake up to the reality that things will never get better for you in academia.

Only once you accept this, can you swallow the red pill and accept the fact that your future lies in industry.

If you’re ready to start your transition into industry, you can apply to book a free Transition Call with our founder Isaiah Hankel, PhD or one of our Transition Specialists. Apply to book a Transition Call here.

The post Academia Has Failed PhDs appeared first on Cheeky Scientist.

Here’s a quick rundown of this week’s episode…

• First, Isaiah discusses discusses what a 30-60-90 employment plan is what should be the goals for the first 30 days of a new employee
• Next, Isaiah reveals what a company expects from you at the end of your first 60 days in a new position
• Finally, Isaiah reviews the goals of the first 90 days, which usually mark the end of the probatory period

Once you transition into industry, you’ll want to work with your employer to make sure you’re doing things right during your first 30, 60, and 90 days.

You may want to create and submit a 30-60-90 employment plan to your employer during the interview stage in order to impress them with your candidacy and put your name at the top of their hiring list.

The first 90 days of your employment are critical because they get you past the probationary period of your employment and set you on a trajectory for career success—or not. 

The number one thing you want to do in your first 30 days is learn the tools and systems of the company. You need to be able to answer questions such as: Where are things? How can you access them? And how can you use them?

Your next priority is to get comfortable with the culture. Remember, culture is how things are done, how you feel, and how other people feel. You want to get to know the culture. You want to understand the product or service, the treatment, or whatever it is that you’re supporting.

In your first 60 days, you’ll start working with your team or teams. You’ll communicate with teams in your first 30 days, but it won’t be until after that first month that you will really start working with them.

Your goal is to start being seen as an asset to the team. You’ll want to take on a big project during this time, and you should still have some mentorship from your manager and other employees as you do so.

During this phase, companies expect you to start understanding the unwritten rules at the company. For example, the person who is in charge on paper might not really be in charge. You’ll want to figure out the actual power structure of the company during this time.

The company expects you to learn the unwritten rules, the shared beliefs about the company, and the shared practices by the end of this onboarding phase.

Around day 90, you need to demonstrate your real value to the company by showing that you can take on a big project related to your role independently with minimal supervision. Doing so ensures that the company values you and shows that you’ve integrated yourself into the company and you’re succeeding in your role.

By the end of the first 90 days, you’ll want to make sure you’ve connected with a number of key people, including your manager (the person you’re directly reporting to), your team (the people you work with on a daily basis), and your peers (people on your level, both on your team and in other departments).

You’ll also want to connect with your superiors in higher levels of the organization. You may not be directly reporting to these people, but they can be seen as mentors who may advocate for you if you build relationships with them.

If you’re ready to start your transition into industry, you can apply to book a free Transition Call with our founder Isaiah Hankel, PhD or one of our Transition Specialists. Apply to book a Transition Call here.

The post Creating A 30-60-90 Employment Plan appeared first on Cheeky Scientist.

Here’s a quick rundown of this week’s episode…

• First, Isaiah discusses why most companies have a probationary period in place and the stages new hires go through as they become valuable to the company
• Next, Isaiah lists the expectations for new hires who are in the investment zone
• Finally, Isaiah examines what happens when you start bringing economic value to the company

Once you transition into your new industry career, you will likely have a probationary period whereby the employer can release you from your contract. The reason for this is simple – you have not added any value to the company yet and the company has very little evidence that you can add value to the them.

There is a process to becoming valuable to a company, and not everything is about speed. This process can be divided into two zones: the “investment zone” and the “return zone.”

The “investment zone” is where the organization is investing in you as a new employee. This is where you are costing them even more money in training time, equipment, space, and many other resources. The “return zone,” on the other hand, is where the organization finally starts benefiting from your work and the value you’re adding in your role.

There are four stages across the investment and return zones of onboarding that help clarify when and how you become valuable to the company:

1. New hire
2. Onboarding
3. Training
4. New assignment

Each of these stages has a different focus and comes with a different set of expectations. The new hire stage covers your first days on a new job. It’s okay for you not to know how to do things during this stage. To get to the point where you are producing in your new role, you also need to go through the onboarding stage.

Onboarding is a period of deep observation, and you should focus your mindset accordingly. You’ll want to study the culture, teams, power structures, and processes of your new company. Remember, while you’re in the new hire and onboarding phases, you’re not expected to have a positive return on investment. The more you learn during these phases, though, the better you will perform in the later phases of your employment.

Once your onboarding is complete, you are past the investment zone and bring your economic value to the company into the positive. The first phase you’ll go through once you enter this return zone is called training. In the training phase, you’re starting to do projects yourself and work with the other members of your team. The company will be watching you closely during this phase to see how you work compared to the average employee.

If the company sees that your engagement is higher than average, you can end up in a position where you don’t have to be micromanaged. You can be allowed to work more autonomously because management knows you can make decisions. Employers want to see their new employees reach this level of autonomy in their work. It’s easier for employees to achieve this goal if they have been trained and onboarded well, which is why onboarding is so important.

If you’re ready to start your transition into industry, you can apply to book a free Transition Call with our founder Isaiah Hankel, PhD or one of our Transition Specialists. Apply to book a Transition Call here.

The post The Probationary Period After Getting Hired appeared first on Cheeky Scientist.

Here’s a quick rundown of this week’s episode…

• First, Isaiah presents the two questions that have helped thousands of PhDs get better job offers
• Next, Isaiah explains why open-ended questions are so powerful during salary negotiations
• Finally, Isaiah gives a list of the best open-ended questions to ask to counteract things that employers might say during salary negotiations

After reviewing the initial offer and staying grateful for the opportunity but neutral (at most) toward the salary amount, you should get curious about what else is possible.

This is best done by asking the employer open-ended questions such as, “Is there anything else you can do in terms of salary?” or, if they say no to this first question, “Is there anything else you can do instead of salary?”

These two questions have helped thousands of PhDs swiftly get a 5 to 15 percent increase in salary and a 20 to 40 percent increase in their signing bonuses.

The key is to avoid including any specifics in your open-ended questions or in your responses to any counter questions the employer asks. When you give specifics, you risk capping your job offer lower than what the employer is willing to pay you.

For example, you want to avoid saying, “I’m really excited about this opportunity, but I was wondering if we could go $5,000 higher in terms of the starting salary?” 

In response, the employer might quickly agree (which probably means they were willing to pay you much more), or they might take the opportunity to meet you in the middle by saying, “How about we settle halfway at $2,500 more?” 

Instead, say, “I’m really excited about this offer, but I was wondering if there was anything more we could do in terms of salary?” This phrasing puts the impetus for proposing a higher offer on the employer.

Whenever possible, have these open-ended discussions in person or over the phone instead of email. Try to get as many people on the phone as possible. Push to do a quick conference call with the hiring manager and whoever else is part of the decision-making process.

The more you engage the other party in real time, the better your chances of getting the job offer increased. Sure, you might be more uncomfortable negotiating over the phone than over email, but the employer will feel more uncomfortable saying “no” too.

The key is to always keep your negotiations relaxed and conversational. Using open-ended questions is a great way to do this. Carefully consider the following salary related questions an interviewer may ask you and, despite how uncomfortably the question positions you, how you can reply:

• They may ask, “What do you think is a reasonable salary?” – You can reply by asking in turn, What’s possible?
• Or, they may ask, “We can’t increase the salary, unfortunately.” – Here, you can reply by asking, When have you increased a candidate’s salary in the past?
• “We are considering several other candidates who would accept this salary.” – Reply by asking, How does my candidacy stand out from the other candidates?
• “If we offer you $100,000 per year right now, would you take it?” – Reply by asking, When might I be able to see a job offer on paper?
• “We can increase the salary to $110,000. Agreed?” – Reply by asking, Can we increase that number a little more?
• “Due to budget cuts, we can’t negotiate salary.” – Reply by asking, What exceptions have you made for this in the past when hiring other candidates?

Remember, the interviewer is maneuvering to make you feel just uncomfortable enough to settle on their terms. Your goal is to calmly and professionally maneuver in a way that keeps the conversation open.

If you’re ready to start your transition into industry, you can apply to book a free Transition Call with our founder Isaiah Hankel, PhD or one of our Transition Specialists. Apply to book a Transition Call here.

The post Two Questions That Have Helped Thousands Of PhDs Get Better Job Offers appeared first on Cheeky Scientist.