1. Policy into Practice:
EURAXESS Researcher Career Skills for Career Development
PIPERS
This project has received funding from the European Union’s Seventh Framework Programme
for research, technological development and demonstration under grant agreement No 643330
Helping researchers to pursue their professional ambitions:
A workshop for staff assisting researchers’ development
7-8 MARCH 2016
DUBLIN, IRELAND
Leadership Skills
13. This project has received funding from the European Union’s Seventh Framework Programme
for research, technological development and demonstration under grant agreement No 643330
Developing R2
Researchers as Research
Leaders
14. This project has received funding from the European Union’s Seventh Framework Programme
for research, technological development and demonstration under grant agreement No 643330
Developing the Next Generation
Available from
https://www.vitae.ac.uk/vitae-
publications/guides-briefings-and-
information/developing-the-next-
generation-vitae-brunel-lfhe-2015.pdf
15. This project has received funding from the European Union’s Seventh Framework Programme
for research, technological development and demonstration under grant agreement No 643330
Institutional strengthening
for leadership
Career Planning for Leadership
Working with Others
Building Your Network
Building Your Research Profile
Achieving a Work / Life Balance
Finding Mentors and Role Models
Management and Leadership
Culture and Environment
16. This project has received funding from the European Union’s Seventh Framework Programme
for research, technological development and demonstration under grant agreement No 643330
Career Planning for Leadership
1. What guidance and structures are in place to ensure that
all staff at your institution have useful appraisals?
2. How will you ensure your next appraisal conversation is
worthwhile?
3. What are the things that are important to you for your
future career, both professionally and personally?
4. How do you help the people you lead to understand the
responsibilities of their next career stage?
5. What does your career road map or five year plan look
like?
17. This project has received funding from the European Union’s Seventh Framework Programme
for research, technological development and demonstration under grant agreement No 643330
Working with Others
1. What support and training do you need in the areas of
communication skills, effective listening and team building?
2. What methods do you have for managing upwards?
3. How do you show that you value your team members and
colleagues? Do you feel appreciated and valued by your line
manager and colleagues / team-mates?
4. What do you know about how to get things done within
your institution and across the sector?
5. What support and training is there to assist having difficult
conversations.
18. This project has received funding from the European Union’s Seventh Framework Programme
for research, technological development and demonstration under grant agreement No 643330
Building Your Network
Aspiring leaders would really benefit from learning is that
networking is not amoral – it is largely about showing interest
in other people's research for the purpose of wider and
mutual benefits – and is certainly essential to career
progression in modern academia.
19. This project has received funding from the European Union’s Seventh Framework Programme
for research, technological development and demonstration under grant agreement No 643330
Building Your Research Profile
1. How they do horizon scanning and keep up to date with
their field
2. Where they think the research in their field is heading
3. How they adjust their approach, position their research or
build their team according to their predictions
4. The importance of building interdisciplinary teams for
future impact and potentially significant breakthroughs
20. This project has received funding from the European Union’s Seventh Framework Programme
for research, technological development and demonstration under grant agreement No 643330
Achieving a Work / Life Balance
1. Identify and make explicit your university’s policies on
work-life balance and support for the well-being of staff.
2. Are all staff made aware of the demands of jobs or new
tasks and roles before they take them
3. Do you know if there is any additional support available for
staff when they move to more senior roles?
21. This project has received funding from the European Union’s Seventh Framework Programme
for research, technological development and demonstration under grant agreement No 643330
Finding Mentors and Role Models
1. What is the role of a mentor?
2. How do the roles of a mentor and line manager compare?
3. What does a successful research leader look like?
4. What can you learn from the strengths and weaknesses in the
approaches of people who have led or managed you in the past?
5. Who has strengths in an area that you would like to develop in?
6. What do you do to create an environment where people can
come to each other for advice and discussion?
7. What schemes are you aware of across your organisation (or
elsewhere)?
8. How would you approach someone to ask if they would mentor
you?
22. This project has received funding from the European Union’s Seventh Framework Programme
for research, technological development and demonstration under grant agreement No 643330
Management and Leadership
1. Do your staff benefit from the learning and experience of
senior managers and leaders within your institution and
outside?
2. Do principal investigators and line managers receive
training in managing effectively?
3. What opportunities are there for early career researchers
to get involved in the governance of your institution?
23. This project has received funding from the European Union’s Seventh Framework Programme
for research, technological development and demonstration under grant agreement No 643330
Culture and Environment
1. creating a favourable culture for teams and individuals to
flourish
2. understanding and interacting with the macro-environment
3. supporting diversity in the community within which they
work.
24. This project has received funding from the European Union’s Seventh Framework Programme
for research, technological development and demonstration under grant agreement No 643330
Leadership and management
Preparing for academic and research leadership
Advice from academic and research leaders
• Leading what? Set out a vision or direction
• Focus on longer-term strategies verses short-term actions
• Build a talented team
• Understand how the institution and academia works
• Be confident
25. This project has received funding from the European Union’s Seventh Framework Programme
for research, technological development and demonstration under grant agreement No 643330
Developing R3
Researchers as Academic
Leaders
26. This project has received funding from the European Union’s Seventh Framework Programme
for research, technological development and demonstration under grant agreement No 643330
Emergent themes from the research
literature (on HE Leadership)
• Establishing credibility and trust
• Demonstrating self-awareness
• Providing a direction and a support structure to
achieve that direction
• Positive (problems into opportunities) attitude
• Challenging the existing processes
• Articulating convincing rationale for change
• Devolving leadership and delegating effectively (not
dumping)
27. This project has received funding from the European Union’s Seventh Framework Programme
for research, technological development and demonstration under grant agreement No 643330
• Ensuring a community of practice – focus on process,
not just product.
• Recognising and celebrating excellence
• Providing a culture where people can fulfil their
potential
• Enabling others to act and take responsibility
• Promoting the group as a success
• Defending or protecting staff from outside factors
28. This project has received funding from the European Union’s Seventh Framework Programme
for research, technological development and demonstration under grant agreement No 643330
Leading Research
Module in Postgraduate Certificate and Masters in Academic
Practice
Module 1 Learning and teaching in higher education
Module 2 Student learning as a basis for reflexive
practice
Module 3 Project on learning and teaching
Module 4 Research student supervision
Module 5 Developing funded research
Module 6 Leadership in learning and teaching
Module 7 Leading research
Module 8 Designing higher education enquiries
29. This project has received funding from the European Union’s Seventh Framework Programme
for research, technological development and demonstration under grant agreement No 643330
Programme
• Workshop 1 – Introduction (3.5 hours)
• Workshop 2a – The Research Leader as Manager (1) (7
hours)
• Workshop 2b – The Research Leader as Manager (2) (7
hours)
• Workshop 3 - Wider Research Environment: Key
Challenges and Support from Research Office (2 hours)
• Workshop 4 – Research Governance (Key Issues) (2 hours)
• Workshop 5 – Establishing Resources: Staff & Equipment (2
hours)
• Workshop 6 – Managing Your Budget (2 hours)
30. This project has received funding from the European Union’s Seventh Framework Programme
for research, technological development and demonstration under grant agreement No 643330
• Workshop 7 – Introduction to Employment law (2
hours)
• Workshop 8 – Equality and Diversity (2 hours)
• Workshop 9 – Introduction to Contracts and IP (2
hours)
• Workshop 10 - Health & Safety Principles & Wellbeing
(2 hours)
• Workshop 11 – Impact (2 hours)
• Workshop 12 – How to make the Headlines: Raising
your Global Profile (2 hours)
• Workshop 13 – Academic Impact, Bibliometrics and
Altmetrics (2 hours)
• Workshop 14 – Open Access & Data Management (2
hours)
31. This project has received funding from the European Union’s Seventh Framework Programme
for research, technological development and demonstration under grant agreement No 643330
• Workshop 15 – Unconscious Bias (2 hours)
• Workshop 16 – Project Management (2 hours)
• Workshop 17 – Managing Your Research Project (7 hours)
• Workshop 18 – Strategy for Research (7 hours)
• Workshop 19 – Writing for Publication (1 hour one-to-one
session)
Workshops 1, 2a, 2b, 3, 7, 8, 17 and 18 are compulsory.
Participants must attend at least 6 of the remaining 13
modules.
32. This project has received funding from the European Union’s Seventh Framework Programme
for research, technological development and demonstration under grant agreement No 643330
What Leadership Development Do You
Provide in Your Institutions?
10 minute discussion in groups and then report back.
33. This project has received funding from the European Union’s Seventh Framework Programme
for research, technological development and demonstration under grant agreement No 643330
Other Leadership Resources
PIPERS – a different leadership workshop will be piloted in
Liege in 2 weeks and made available.
34. This project has received funding from the European Union’s Seventh Framework Programme
for research, technological development and demonstration under grant agreement No 643330
Leadership in Action
The aim of the ‘Leadership in action’
programme is for all participants to
experience leadership. Participants
are given the opportunity to lead,
follow and observe others doing the
same things. Participants have the
opportunity to look at relevant
theory, practice their unique
leadership styles, receive feedback
and develop their leadership
capabilities.
35. This project has received funding from the European Union’s Seventh Framework Programme
for research, technological development and demonstration under grant agreement No 643330
Preparing for Leadership
The programme is aimed at
research staff who are
typically within zero to 4
years as a postdoctoral
researcher. The programme
will be suitable for
researchers who are starting
to take leadership roles or
who wish to take on more
leadership roles in the future.
Notes de l'éditeur
Leadership
Leadership assumptions lag considerably behind in extent and pace of change vis-à-vis communications, military & transportation technology, as well as human awareness.
Social Responsibility & Sustainability in 21st C.
…People now expect much more than before that businesses will be socially responsible & accountable for their actions to all stakeholders.
…Environmental issues will be a challenge to consider in everyday business.
Oligarchic assumptions clash with current realities
Employer- Employee Relationship in 21st C.
Once based on loyalty and job security, this relationship is now to be based on flexibility, continuous development of skills and much better work-life balance.
1. What guidance and structures are in place to ensure that all staff at your institution have useful appraisals?
2. How will you ensure your next appraisal conversation is worthwhile? Are there any additional tools or training that you need to help with this?
3. What are the things that are important to you for your future career, both professionally and personally?
4. How do you help the people you lead to understand the responsibilities of their next career stage?
5. What does your career road map or five year plan look like? What are the features of a useful career plan? How can a career plan form the basis of a career conversation with your line manager or with the people you lead?
1. What support and training do you need in the areas of communication skills, effective listening and team building? Are you making the most of these skills to grow strong and wide-reaching networks?
2. What methods do you have for managing upwards? Who do you need to manage and for what purpose?
3. How do you show that you value your team members and colleagues? Do you feel appreciated and valued by your line manager and colleagues / team-mates? If not, what could you do to appreciate and value them more as a first step to encouraging them to value you?
4. What do you know about how to get things done within your institution and across the sector? How are you reaching out and building working relationships across other departments? How can you remove the barriers between academics and professional services in your institution?
5. What support and training is there to assist having difficult conversations. Have you had experience of having difficult conversations with colleagues? What scenarios might you come across in the future and how do you think you would deal with them?
Early career researchers and academics need to be encouraged to develop an "elevator pitch"-type description of their research so that they can easily communicate the core concepts to any intelligent person within a few seconds. They would also benefit from being encouraged to develop good listening and questioning skills in order to be able to build rapport and engage in constructive discussion with anyone.
1. Identify and make explicit your university’s policies on work-life balance and support for the well-being of staff. Encourage discussion around these – should they be revised? If so, how? What would make their implementation effective?2. Are all staff made aware of the demands of jobs or new tasks and roles before they take them? Have a discussion around hidden pressures and the prevailing culture in academia that may not be overt in job descriptions but sometimes makes it hard for academics to cope.
3. Do you know if there is any additional support available for staff when they move to more senior roles? Perhaps workshop participants could make some suggestions of what leaders would find useful. They could base this on the information provided in the section ‘Guidance from the top’ or their own experiences. Examples might include job shadowing, having an effective handover from predecessors, and accessing supporting documentation such as reports.
It may also be useful to develop a formal mentoring scheme for aspiring research and academic leaders, either within your institution, or across a consortium of institutions, should resources permit. At the minimum, staff should be offered guidance on how to identify, select and approach their own mentor.
Do your staff benefit from the learning and experience of senior managers and leaders within your institution and outside? How can you encourage discussions around management roles and responsibilities between early career academics and those in leadership positions?
2. Do principal investigators and line managers receive training in managing effectively? Perhaps workshop participants could identify best practice in management and think about where additional training might be useful. They could base this on the information provided in the section ‘Guidance from the top’ or their own experiences.
3. What opportunities are there for early career researchers to get involved in the governance of your institution? Do ECR reps sit on committees and steering groups? Are ECRs made aware of the potential benefits of taking part in these groups and do they know how to find out about them? Are line managers encouraged to make these opportunities available and to delegate effectively to the benefit of the professional development of the people they lead?
The aim of the ‘Leadership in action’ programme is for all participants to experience leadership. Participants are given the opportunity to lead, follow and observe others doing the same things with the result that they learn directly from their own experience and vicariously through the triumphs and setbacks of others. Participants have the opportunity to look at relevant theory, practice their unique leadership styles, receive feedback and develop their leadership capabilities.
3 day workshop for R1 and R2 researchers. Available to all UK HEIs and Vitae subscribers.
The programme is aimed at research staff who are typically within zero to 4 years as a postdoctoral researcher. The programme will be suitable for researchers who are starting to take leadership roles or who wish to take on more leadership roles in the future.
The programme recognises that being effective as a researcher requires many varied skills and attributes, which may differ by discipline.
The programme also recognises that postdoctoral researchers may have a great deal of responsibility for their projects and work, but often not a great deal of authority.
2 day workshop, up to 20 participants.
Better appreciate the critical situations that have led you to be successful to date
Consider what leadership might mean
Have an insight into their preferences that will allow them to exercise leadership in a way that suits them
Clarify the tasks that are expected of them now and in future roles
Identify the areas of competency that are required for the next steps into leadership positions
Create a vision and implement their strategy; decide what is important to them
Decide the culture they want to create
Decide how to get the best out of other people
Decide how to develop themselves to do all of these things more effectively
Appreciate what is important and essential in any future role
Develop a peer network
