Paradoxes of Progress Steve Brown MRC Mammalian Genetics Unit

Paradoxes of Progress Articulating the paths to a successful transition to independent research

My journey Completed PhD in 1981, studies of mouse genome repeat sequences 2 year EMBO fellowship, years at Montpellier University, continuing studies of the mouse genome Late Appointed Lecturer, Dept. of Biochemistry and Molecular Genetics, St. Mary’s Hospital Medical School, London

Today Director of MRC Harwell, since staff working in mouse genetics to study the relationship between genes and disease Leads a research group working on the genetics of deafness using mouse models, including the development of new therapeutics for otitis media

Today Creating the conditions for successful, international-leading science Science and people focused – the ethos is a collegial environment where there is the opportunity to contribute and lead at all levels Significant focus on mentoring and training, particularly to establish successful staff and programme leader scientists, either at Harwell or elsewhere

My journey Completed PhD in 1981, studies of mouse genome repeat sequences 2 year EMBO fellowship, Montpellier, – Less formal – Less structured – Less monitoring – Less mentoring

My journey - Lectureship Late Appointed Lecturer, Dept. of Biochemistry and Molecular Genetics, St. Mary’s Hospital Medical School, London – A first step to independence – Won first modest grant – Established an independent identity – Was the driver, not the engine Elements that you would hope to have the opportunity to achieve during a post-doc

Writing grants Supervision of students Participating in developing ideas and strategy Having the opportunity to participate in leadership Undertaking formal leadership roles within the organisation – e.g. post-doc representative Beginning to be “known” within your scientific domain Fostering independence - opportunities in the post-doc cadre

Visibility – publications and the like Establishing and promoting your own identity within the group – leading and supervising a project Seeking opportunities within your team to win grant funding Taking the lead on preparing papers Looking for the opportunity to be a senior author/lead on a paper

Empathy and Mentoring - choosing the right environment You will be most successful in the environment that suits you Seeking the top lab, the top company, the top organisation does not suit everyone Find where you can make your mark, and where there are opportunities for you Collegiality and mentorship are important elements that should not be underrated

Finding your new home Visit the “Winemakers”! Good labs want to show you their best bottles! Will the organisation offer you the broader opportunities Will they support you and invest in your long term development- like a fine wine, will they give you the time to mature Is there a collegial, mentor-based atmosphere – a sense that the organisation values everyone and sees them as part of the wider team Is it the right environment for you to flourish?

Establishing independence - becoming your own person Establishing a track record of independent funding Founding a research team Driving ideas and strategy Increasing leadership role within the organisation and scientific field Establishing national and international visibility

What are we trying to do at Harwell - post-docs A collegial, team atmosphere that supports all post-docs and early career scientists and recognises the need for multiple, diverse paths Ensuring that post-docs as a cadre are represented in Unit management Fostering and supporting post-doc activities, such as post-doc symposia Encouraging post-docs in leadership roles, including supervision, interviewing PhD students, writing grants, taking on group and Unit responsibilities

What are we trying to do at Harwell - early career scientists Ensuring that early career scientists are involved as soon as possible in the senior management team, and take on leadership roles within the Unit Establishing a collegial interplay between new junior faculty and existing groups Recognising the need for a diverse, flexible approach to career paths, including career breaks Diverse mentoring in an informal setting Ultimately, recognising that junior faculty aspire to being the driver and not simply the engine – give them that chance

Paradoxes of Progress Articulating the paths to a successful transition to independent research Notwithstanding the paradoxes, you will succeed!