After 13 years as some form of scientist at The Nature Conservancy
(TNC), I’ve learned a lot. Here are a few of my top lessons learned that are
easy to miss when you’re focused on your core responsibilities. There are many ways to be a successful applied scientist;
please share your own advice in the comments about what you have learned that I
left out. Also, I recognize that these all take time and can add work. So don't be afraid to say no to requests to free up time to do things like this that you may not get asked to do!
1. Always make time to learn
Knowledge is the primary currency of scientists. If you
don’t make time for learning, you’re withdrawing on an account that won’t
replenish. Dedicating even a small amount of time to learning is essential to
staying effective. I spend ~1-2% of my time reading scientific literature: enough
to get through several papers each month and summarize them. I also spend a few
percent working on diversity & inclusion issues at TNC, which has helped me
learn on completely different topics. Hate reading papers? Call trusted
colleagues to pick their brains, attend a webinar, or take a training on
something you’re bad at. I was terrible
at written and spoken communications, as well as conflict management, when I
started at TNC. I’ve improved a lot by putting in effort. Don’t have time? Read
papers on planes, trains, and buses (I do this on a tablet synced to Box),
while eating breakfast, or when you need a break from email and talking to
people. Pick a couple of your least productive standing meetings, switch from
60 to 30 minutes (or cancel), and use the time saved for learning.
2. Don’t be afraid to speak up for science and rigor
Scientists need to advocate for the use of evidence in
making decisions. That can at times mean pushing for measures, providing
internal critique and suggestions to statements by colleagues who aren’t as
current with the science, and in general helping to ensure your organization is
well aligned with good science. That can be uncomfortable, and many of us are
reluctant to speak up. But I find that most of the time, when I raise concerns
thoughtfully and back them up with science, people I work with have appreciated
it (even when I disagree with them). I’ve even had senior managers complain to
me that people are too reluctant to push back on them sometimes!
3. Step up to solve problems when you can
You likely sometimes run into a problem that you know has a
relatively simple fix but which is not your job. Consider stepping up to fix it
anyway. There have been several times when I’ve been annoyed by (and affected
by) a problem and realized that I could make a big dent in it with just a few
days of work. People see this as leadership, and it pays off. Examples could
include working with a colleague in IT to rapidly put together a simple
information system or web page; helping to organize or connect scientists on a
topic who are currently not talking to each other; engaging with Employee
Resource Groups on projects to improve diversity, equity or inclusion; or doing
whatever else inspires you. Always thank the people who go out of their way to
help you on these projects – a little recognition and appreciation goes a long
way.
4. Network (internally and externally)
At a big NGO like TNC, there are guaranteed to be several staff
who can help you learn and grow in your job (as well as be fun to work with). But,
especially for field scientists, it can be hard to connect with others. Find
out who works on your topic in other programs, and build a network of people
you can ask to collaborate on papers, review your work, help brainstorm, etc. You
can do it via Connect or Workplace, or via email and phone.
This applies
outside of your organization too, especially if you’re at a smaller one.
Mentoring students at universities (e.g. via NatureNet) is one great way to do
this – you build connections with both the student and their academic mentor.
I’ve also found that authors of scientific papers are almost always thrilled to
be contacted with questions or feedback. I also have a policy of making time
(15-30 minutes) for anyone who wants to connect with me; you never know how you
can help them and vice versa. That includes folks in non-scientific roles (e.g.
admin or operations) – they play a critical role in getting things done and are
sometimes brushed off by busy scientists when they have questions. It also
means being an ally for people who need it. Finally, look for ways to get to
know decision-makers! Sometimes I’ve been invited to a non-scientific event to
represent TNC, gone resentfully, and walked away with invaluable contacts I
didn’t expect.
5. Learn your biases and reflect on them often
We all have bias and a perspective that informs how we do
science. Many of us have strong opinions backed up by considerable reading and
thought, so it can be hard to acknowledge that we almost always have bias, and
that there’s a lot we don’t know. Pretending you can 'cure' bias means you'll likely be blind to it - focus on understanding it and mitigating it instead.
I try very hard to follow advice from Ray
Bradbury, which is that whenever I notice myself having an emotional reaction
to something I’m reading, I pause and think about why I’m reacting. For example,
if I’m reading a paper that contradicts what I think I know, I work extra hard
to ask “How could this be right? What assumptions am I making? How could I
reconcile conflicts between this information and other information I have?”
Sometimes careful science lands you in the same place as your gut. But take the
time to be sure, and disclose your leanings to colleagues so they can help to
bring other perspectives that balance yours.
Talk to people in other scientific
camps, and listen to them in order to gather data, understand, and reflect (not
to win an argument). Seek collaborators who disagree with you. This also
includes listening to non-scientists who push back on recommendations by
scientists about how much time and data we need to answer a challenging
question! Most scientists prefer to answer questions with “it depends,” and
sometimes we need to be pushed to provide actionable information or risk
missing a chance to impact a decision.
6. Pay attention to your colleagues’ style
While it’s obvious, the fact that others think and feel very
differently from you is surprisingly non-intuitive to me. I remember working
with a colleague years ago who was consistently making mistakes on a process,
and I added more and more detail to the guidance to try and fix it. But for him
(and many others), as guidance gets longer, they read less of it. I had to
understand his style and adjust accordingly. Similarly, I like to resolve issues
through rapid back and forth discussion, but others don’t think that way, and instead
need materials in advance and then time to think before responding. The
“interaction styles” training is very helpful for this, as is the Enneagram.
Learning the styles of some key colleagues who I don’t intuitively understand has
been critical for me to build relationships and work effectively.
One final note - I found the photo in this post hilarious and used it for years at work (it was taken mid-dance at my wedding). But I learned that a couple of colleagues took it as a lack of seriousness or credibility, and once I learned it undermined my work with some people, I changed it. So pay attention to how some of your non-work choices impact your work, and reflect on when to bend (e.g. pick a more professional photo or username), and when to stick to your guns (I still haven't cut my hair).
