Kay Guccione |
Last week Dr Kay Guccione (Sheffield) spoke to the Early Career Researcher Network about the difficult task of positioning
yourself for a fellowship when you’re just starting out. Her insights came from
a project she had undertaken, ‘Fellowship Ahoy!’, which looked at the key behaviours of those who had been successful in securing a fellowship.
“I was frustrated at
hearing people who had worked really hard say, ‘I was just really lucky’” she
began. ‘It’s not all about luck, individual agency is a major component in
recent models of academic and researcher development.’
Equally frustrating is
hearing those aspiring applicants who write themselves off with a barrier such
as, ‘I’m not independent enough yet, or not an ideas person, or I’m just not confident.’
In both cases there’s almost a suggestion of predestination: some are destined
for fellowships and fame, others are not. ‘This is just not true,’ said Kay.
‘There’s a lot of success factors which are just unrecognised.’
Kay emphasised this
point by dispelling some myths around fellowships. They don’t always go to
those who are employed full time working in research, have a good relationship
with their PI, and win it first time. In addition, not all those who won them
had moved institutions, and many had felt uncomfortable about asking for help
from others. These structural and cultural barriers we face can be negotiated to some
extent.
However, you do need
to be proactive in seeking success. It’s not enough to keep your head down, do
good work, and expect that opportunities will come knocking.
Through looking at the
literature on academic leadership and progression, elements common to research
leaders include:
- Having a distinctive high profile research identity. Develop your niche, and make sure that there’s a place where others can go to find out more about it.
- Connecting with others in their global research field. What works in your field? Are there mailing lists, or a very visible online community through platforms such as Twitter
- Garnering valuable social capital through peer and collaborative networks. There has been a suggestion that the majority of academic jobs go to those whose work is known by those making the appointment. Make sure you’re visible enough out there.
The people around you
are important, and so Kay asked the workshop participants what they were
positively doing to ensure that their networks are in good shape. ‘Do others
know you and what you do?’ she asked, ‘and how do you meet people who can help
and support you?’
The Fellowship Ahoy
project (Guccione, 2016) interviewed 25 research fellows and found things they
all had in common. They all sought to develop their awareness of the
opportunities open to them, to improve their application gameplay, to develop
and protect their research ideas, and the boost their own confidence and
resilience. In doing this, fellows had sought out and sought help from people
across their networks.
Kay finished by
looking at how you develop the ideas that can form the kernels of great
fellowship proposals. These can take many forms, and the group suggested a
number, including:
- Responding to ideas in recent papers, including a frustration that the authors hadn’t included a specific area or methodology.
- In conversation, within your group, or online, or at conference.
- From events in the real world, such as developments that require policy input, or trends in social or healthcare.
- From being immersed in an area, and seeing the gaps, or having an idea triggered by your current research questions.
Given the
serendipitous nature of idea development, make sure you have a way to record
them, and document them - with a timestamp (such as a photo on your phone) -
when you do. Above all, if and when you tell others about your ideas, make sure
you don’t tell one person. ‘Tell a group of witnesses, or tell no one,’ said
Kay.
If the ideas aren’t
forthcoming on their own, try and encourage them by making them a ‘structural’
part of your life. As with Google employees who are expected to suggest new
ideas frequently, it’s good to challenge yourself to think differently. Not all
the ideas are going to be great, or even worth exploring further, but within
the dust there will be a nugget.
And finally, make sure
you are supported by the right people. Kay suggested you needed both a career
champion (who facilitates access to the resources needed to develop and write
the application. This is often your supervisor, mentor or PI) and a ‘tour
guide’ (who has an insider knowledge of the call and the process, and knows
what you need to do. Research Services can help with this).
To explore Kay’s work
further, have a look at videos of some of her research interviewees on:
- Developing Networks
- Developing Confidence
- Developing Ideas
- Developing Applications
- Developing Resilience
In addition, do look at the two online learning resources that she
created from the data:
Guccione,
K (2016). More than lucky? Exploring self-leadership in the development and
articulation of research independence. Leadership Foundation for Higher
Education, 1–37.
thanks
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