Firing a member of your lab is difficult. Fortunately, it’s also rare. The first and only time cell biologist Samara Reck-Peterson had to do it, in her laboratory at Harvard University, she felt prepared. She had practiced the difficult conversation during a lab management course she’d taken in 2009, and she had a script ready. “Practicing is really the most important thing,” she says. Continue reading Learning to Lead a Lab
When Kelly Andringa began to get calls from faculty anxious about their paperwork, she wondered whether she’d done her assignment right. As a 2-days-a-week intern on the conflict-of-interest review board at the University of Alabama, Birmingham (UAB), she had written a Web-based tutorial explaining to faculty how to properly fill out compliance forms. Her main job, however, was as a postdoc in environmental health at the same university; administration was new to her. But, as more calls came in, Andringa realized that the concerns of most of those faculty members were unwarranted: They had completed the forms correctly. “I was quite proud,” she recalls. “I felt good about communicating it well.”
Postdoctoral research fellow David Kipping has often seen other astronomers don smart jackets when attending meetings or giving presentations, especially when they knew that funding powers-that-be would also be there. So before heading to one of his science presentations last year, Kipping pulled on a smart jacket. His next moves, however, were less conventional. He climbed the stairs to the roof of the Perkins building at the Harvard-Smithsonian Center for Astrophysics, pointed his laptop’s video camera at himself and, with the center’s 9-inch Clark telescope dome in the background, made a science sales pitch directly to the public. The video, which appears on YouTube and on the science crowd-funding Web site Petridish.org, raised $12,247. The pitch was to buy and install a small supercomputer, which he would name for the biggest donor, to speed up data processing on a search for moons in other solar systems.
The e-mails were arriving in Pete Kissinger’s inbox almost every day: “TODAY ONLY: Extra 25% Off … Craft your R01 Grants Management … Only 1 Day Left.” They were from consultants trying to charge him to do something that scientists have long done for themselves: search for research-grant opportunities, write proposals and, in some cases, manage the grant once it has been won. Eventually, Kissinger’s curiosity got the better of him.