BioScience Careers

“I don’t know if it’s going to work out, but just trying is exciting”.

These were the words of Tom Good in the first episode of the hit TV series, The Good Life, first screened in the 1970s about a man who gives up his job to attempt self-sufficiency with his wife, Barbara.

It always strikes me how little careers and career challenges have changed over the decades. The things we worry about now are the same as 50 years ago and will probably be the same in the next 50 years.

Fear of the unknown tends to be the major concern when considering changing jobs, even if it’s not as drastic as contemplating living off the land.

How will you know if this new job will suit you? How will you adapt to the new work environment? What if you find it too difficult or too boring?

Fear of the unknown can paralyse us into staying with the familiar, even if it leaves us feeling unfulfilled or unhappy. Being risk-averse is a human trait that can hamper career decision making, so that we tend to default back to our so-called ‘comfort zone’, which, in reality, can be very uncomfortable.

It’s strange when you think about it… how did we find ourselves in this situation? As children and young adults we tried out new things all the time. We moved from school to university, to our first jobs. We probably had to move location, move house, make new friends and so on.

These former decisions that we made can be very helpful in guiding us in making today’s decisions by reflecting on how we did it, what/who influenced us and what was our motivation.

It’s likely that we had less ‘baggage’ and fewer factors to consider when we were younger. Perhaps we had no comparison to compel us to step back and stay where we were, rather than make the leap into the unknown. Maybe we had nothing to lose – if it doesn’t work out so be it. Put it down to experience.

No one knows if anything is going to work out in the end, but there are ways you can tread a little more cautiously than your younger self, to reduce the risk, but still retain the excitement of a change:

1. Use your research skills to investigate a new career by reading current and similar vacancy information to find out what the role involves as far as possible.
2. Check out the employers – what does their website say about them? What are they talking about on social media? How many people do they employ and in what types of roles?
3. Make use of AI – ask it about careers of interest and associated careers that maybe you hadn’t considered; ask about potential employers (large and small); find out what the key duties are likely to be, etc.
4. Reflect on your own skills, interests and values to determine whether the career(s) you’re considering really do align with your own capabilities and motivators. A career coach, as well as some online assessments can help you with this process.
5. Connect with and contact professionals already in these roles – alumni from your university or research institute might be a good start. Ask them for information you can’t easily find from other sources, e.g. how did they get into this role? What skills were particularly valuable? Any surprises? Any advice?
6. If you’re planning to move countries, contact people who have already moved there to get some personal/practical advice as well as using sources such as Euraxess.
7. If possible, see if you can arrange an internship/placement or work-shadowing opportunity to get more practical insights – even if a job doesn’t emerge from the experience, you’ll have done some valuable networking. If you realise this career isn’t for you it’s also helped you to narrow down your options.
8. Attend events or join professional associations – if appropriate. Some professions require particular affiliations or certifications and so their associated professional bodies can be a good starting point to find out about how to get into these careers.
9. If it’s comfortable for you, confide in one or two selected friends/colleagues you think would be willing to offer you support mentally/emotionally/practically. I’ve always found it good to talk and share my ideas/concerns with others rather than keeping it all inside – and I’ve reciprocated too.
10. It makes a big difference if you’re leaving your current role because you want to, rather than because you have to. However, any change/transition comes with its associated ups and downs, so be prepared to ride the roller coaster for a while until things settle down.

Related blogs: Cold feet
Feel the fear and do it anyway

Are you a gold medal winner when it comes to networking? Has your networking resulted in a golden set of contacts and placed you at the top of the podium compared to your peers?

Or maybe you’d step down and give yourself a silver or bronze medal. Or perhaps you’d only rate yourself as ‘unplaced’.

There’s a big difference between your networking skills and your current network. You may give yourself gold for networking, but if that hard work isn’t resulting in a network relevant to your career goals it may be time to consider putting your effort into a more targeted approach.

Conversely, you may have a golden network right now that is serving you very well, even though you’re not working particularly hard at it. However, will it still be fit for purpose this time next year, or as you move forward in your current career, or if you change career paths?

Last month I wrote a blog comparing researchers with footballers – this time it’s with athletes.

Gold medal athletes train all the time, every day. They don’t wait until a race is coming up before they start preparing. Similarly, networking is something that should, ideally, be worked at on a regular basis, not just at the point of changing jobs or looking for promotion.

And because it’s not so comfortable for many people, taking a purposeful approach will mean that you don’t get exhausted or overwhelmed. Just as athletes train for a particular sport, your networking needs to be directed towards your preferred career and its associated communities.

That might mean building on one you already have, such as your academic network, which is likely to consist of colleagues, collaborators, other researchers in the field, funders, learned societies and other relevant associations.

Or it could mean scanning more unfamiliar horizons, such as those connected with research in industry and other roles, e.g. medical communications, regulatory affairs or administrative, managerial and enterprising careers.

This is not to say you’ll ignore more random and happenstance interactions as you build your network, but, ideally, your networking should be targeted and purposeful so that it pulls you into relevant communities and brings you into contact with professionals who might be able to assist you with your career plans.

This could be alumni who have already entered the profession and can give you insights into the work environment and cultures, as well as tips to help you to gain entry, or to decide whether you really are interested in this career. It might be an employee that you meet at a conference, a potential employer or a new LinkedIn connection.

Your networking might be in person or online – the first is short-lived, intense, time-heavy and usually involves some financial investment. The second has a greater reach, is free in most cases, and allows you to contribute on a regular basis. Some people are more comfortable with conferences, whilst others prefer their networking to be done in an online setting. It depends on the set-up and situation.

So, if you only placed yourself in bronze position or even if you rated your current network as gold, but only silver in terms of your networking skills, what could you do to improve things? What type of ‘training’ would it involve?

Related blogs: Networking not working?
Are you conference ready?
Get engaged!

Last week, during the FIFA World Cup 2026, I explored the surprising career parallels between footballers and researchers in my Nature Careers article, comparing the two professions in terms of precarity, international mobility, performance pressures and the transition from researcher to research group leader.

The more I thought about it, the more I realised that the similarities don’t stop there. Even on an ordinary day in the laboratory, research groups operate remarkably like successful football teams.

Just like a football squad, everyone has a part to play
Football teams don’t consist of eleven centre-forwards, and successful research groups aren’t built solely from brilliant experimentalists. Diversity of strengths is what makes both teams successful. Some researchers thrive on designing experiments, while others excel at analysing data, troubleshooting complex techniques, writing papers, building collaborations or securing funding. Some naturally lead from the front, while others provide the quiet consistency that keeps projects moving forward.

So, what position do you play in your research group?
Are you the technical genius everyone turns to when a piece of equipment refuses to cooperate? The creative thinker who sees solutions where everyone else sees problems? The mentor who quietly helps new PhD students find their feet? Or perhaps you’re the outreach champion, happy to step onto the conference stage or in front of a camera when science needs a public face. Every research group also seems to have a social secretary; the person who remembers birthdays, organises social activities, brings in homemade cakes and somehow manages to hold the team together when experiments aren’t going to plan.

In football, it’s often the goal scorers who make the headlines. In research, it can sometimes feel as though first authors, principal investigators and conference keynote speakers receive most of the recognition. Yet behind every successful publication lies an entire team whose contributions may be less visible but are no less important. The colleague who developed the protocol, the technician who kept the equipment running, the postdoc who patiently trained others or the administrator who somehow kept the grant on track all contribute to the final result.

Then there’s the manager
Many researchers aspire to becoming a research group leader, imagining greater freedom to pursue their scientific ideas. But, much like a footballer becoming a coach, the role changes dramatically. Success becomes less about your own experiments and more about creating an environment in which others can succeed. Recruiting talented people, securing funding, mentoring staff, managing budgets and setting a clear vision become just as important as scientific expertise. A football manager can’t score goals from the touchline, and a principal investigator rarely produces every figure in the paper. Both rely on building a team capable of delivering results.

Perhaps this also explains why the best research groups, like the best football teams, often develop a recognisable culture. Trust, communication, mutual respect and a willingness to support one another frequently matter just as much as individual brilliance. A team full of stars doesn’t automatically win championships, just as a laboratory full of exceptional scientists won’t necessarily produce exceptional science if collaboration is lacking.

So, where do you fit?
Are you the dependable defender who quietly keeps projects on track? The creative playmaker who generates new ideas? The reliable goalkeeper who spots problems before anyone else? Or perhaps you’re the captain – the person colleagues instinctively turn to when challenges arise.

Whatever your role, remember this: successful science, like successful football, is rarely a solo performance. It’s a team game. And every position matters.

Conference season is almost upon us and, for some, has already started 😊

Maybe you’re one of the lucky ones, who’ll be heading off somewhere nice to meet with fellow researchers, academics and professionals to discuss topics close to your heart?

You’ll be looking forward to immersing yourself in subject matters of interest, meeting other like-minded delegates and generally getting to indulge your passion for your subject.

But before you get carried away (by transport or by your enthusiasm), take a moment to reflect and consider how the meeting is going to best meet your needs. How will you make the most of the time, effort and money invested in this trip?

Here are some tips to help you on your way:

Abstract Thinking

If you haven’t submitted your Abstract* yet, take some time to write something really engaging to draw the attention of the meeting organisers. In this way, you’ll maybe be chosen to present a talk rather than a poster.

Why does this matter?

When you give a talk (and obviously you need to have results to present), you’re in the spotlight. What better way to get noticed by a captive audience?

This is a hugely powerful networking situation because, as a speaker, you’re more likely to attract attention from fellow delegates and it propels you into a position of being an authority on your subject and even being headhunted for your next job.

Not only that, you’re in a session with other speakers, some of whom will perhaps be more senior and established than yourself. This gives you a golden opportunity to network more closely with those who may not ordinarily be very approachable.

Preamble

Preparing** for the meeting is as important as going there. So, what can you do?

Find out who’s organising the meeting – it’s good to get a context and perspective. Quite often, meetings are organised by learned societies, who ask you to join them to get reduced registration. However, if you look at them more closely, you may find other benefits, such as travel grants, awards, competitions and mentoring connections.

Investigate other information about the conference:

Is there a # so that you can follow the organiser’s social media messages?

Have the organisers published their programme and list of speakers? If so, can you identify (and even connect with) any of the speakers, some of whom may even be potential collaborators or new supervisors.

Are there any interesting side programmes and events that you can sign up for that will increase your networking opportunities?

Are they looking for volunteers to assist them, e.g. writing summaries of sessions, reporting on posters, helping with practicalities – this may appeal to some.

Are there any connections you can make ahead of the meeting, e.g. send a friendly email or connection request to fellow delegates. This may sound odd, but I’ve seen PhD students and early career researchers inviting fellow delegates to join them at their poster or in the pub or café (an especially useful way to meet a few friendly faces if you’re traveling solo).

Meeting of minds

What is the purpose of meeting up with people in your field of interest? What’s the point?

Most people would say that it’s to hear about others’ work and to gather information.

And whilst this is true, the main reason conferences exist is so that people can gather together (either in person or online****) to meet each other, exchange ideas and get to know one another better. It’s a great source of potential collaborations and even friendships.

So, how can you improve your conference experience?  Here are some tips:

First of all, be purposeful. Ask yourself, what do you want to achieve by attending this conference? In this way, you’ll have some goals to chase, as well as leaving things open for more random happenstance encounters and experiences.

When you’re a PhD student or junior researcher, you may feel a little low in the conference pecking order (e.g. I’m just a PhD student, I’m only a junior researcher).

Discard this view of yourself and be ready to assert yourself as a valuable contributor to your field. This might be your ability to design and conduct insightful experiments, using methodologies to generate new data in your field, it might be new perspectives on the research field. Remember that you’re the engineers who are using technology to move the field forward, just as much as those more senior to you.

Other delegates are a source of different perspectives on your current knowledge and data, so embrace people’s opinions and ideas, take on board their views and don’t be afraid to defend your own (but not in a defensive way!). You never know, this could be the start of a great professional relationship 😊

You can raise your status during the meeting, not only by giving a talk or a poster, but also by hanging out with your supervisor (if they are attending the meeting). By being in close proximity to them, you will find yourself in a social circle of more senior people, more difficult to access by yourself alone. Another strategy is to seek out researchers who work in a research group of potential interest to you and this can also help to bring you to the attention of their leader.

If you’re successful in making some valuable contacts during the meeting, make sure that you hold on to them by remembering their name (!), getting their contact details and following up on your conversation (just briefly). In this way, you start to build your network ….

So, in conclusion, I hope these tips have been helpful in showing you how to get more out of your conference experience(s) this year. And, of course, one more important tip to add: don’t forget to enjoy yourself too 😊

*Related content: Abstract thinking eye-catching conference Abstract
**Are you conference ready? https://biosciencecareers.org/2024/01/are-you-conference-ready.html
***Learned societies https://biosciencecareers.org/learned-societies
****Get engaged – networking online https://biosciencecareers.org/2021/07/get-engaged.html

I found out something fascinating today, whilst practising my German:

The German word “Selbstbewusstsein” translates into English as both Self-awareness and Self-confidence.

In other words, self-awareness = self-confidence.

This came as quite a quite a revelation to me at first. But the more I thought about it, the more it felt like a powerful insight, especially in the context of career planning.

This connection sits right at the heart of a career planning model, which frames career development around four key elements: Decision-making, Opportunity awareness, Transition learning and Self-awareness (DOTS).

Of these, self-awareness is often described as the starting point – but in practice, it runs through every stage of the process.

When you have a strong sense of who you are – your values, strengths, motivations, and preferences – you can start to make clearer, more confident decisions.

Your opportunity awareness becomes sharper too. Instead of feeling overwhelmed by the job market, you can focus your research, networking, and applications on roles that genuinely fit you.

And when it comes to transition – whether writing applications, building an online presence, or performing at interview – you’re able to communicate your story with much more clarity and conviction.

In other words, self-awareness doesn’t just inform action, it strengthens the belief behind it. In others words, your self-confidence.

So, I can see how self-confidence is interchangeable in German. It makes sense.

If you have high self-awareness, you should feel more confident to trust yourself to manage your wants and desires. This will then help you to take positive and purposeful action, knowing that it is taking you in your desired direction.

Of course, this idea has been around for a while longer than before I posted about it here on LinkedIn!

As Lao Tzu said: “At the centre of your being you have the answer; you know who you are and you know what you want.” And Carl Jung: “Who looks outside, dreams; who looks inside, awakes.”

But it’s a useful reminder in a career context.

When planning your next step, it’s tempting to start looking at the job market, updating your CV and online profile. However, consider starting first with yourself.

Because when self-awareness comes first, self-confidence follows and the rest of the career planning process becomes not just easier, but more purposeful.

If you’re looking to increase/enhance your self-awareness take a look at my blog archive in the comments below, which has a list of blogs related to ‘Self’, and also consider attending career workshops or signing up with a career coach to help you with your self-discovery.  

Wishing you greater self-awareness – and the confidence that comes with it.

Related blogs: Do a selfie to improve yourself
Gifts differing
Value-added careers

“I’ve applied for 500 jobs in two months since graduating.”

That was the headline in a recent BBC article on the challenges graduates face when trying to secure a job straight out of university.

Shocking? Maybe.

Your first instinct might be to blame a tough job market, AI replacing entry-level roles, or simply too many graduates chasing too few opportunities.

My reaction was different:

“Show me that CV”

Because here’s the uncomfortable truth: if you’re sending out hundreds of applications and hearing nothing back, something isn’t working. And unless you change your approach, you’re not job hunting, you’re dropping your CV into a black hole.

The PhD Advantage (that most people fail to use)

Yes, the job market is more competitive than ever. But PhD graduates and postdocs are not just “another candidate.”

You bring:

• Advanced problem-solving skills
• Project ownership and resilience
• Deep analytical thinking
• The ability to manage complexity

That should give you an edge.

But it only works if:

1. You recognise your value, and
2. You translate it clearly for employers outside academia

Most people don’t fail because they lack ability – they fail because they don’t position that ability effectively.

So, what needs to change?

Getting a job is no longer just about submitting applications. It’s about strategy. Here are five ways to move from 500 applications to one offer:

1. Your CV is never “Done”

If I hear someone say, “My CV is ready,” I immediately know there’s a problem.

Your CV is not a static document. It is a targeted marketing tool.

For every application, you should:

• Reorder content based on the job priorities
• Mirror keywords from the job description
• Highlight only the most relevant achievements
• Reframe academic experience in non-academic language

The same goes for your cover letter:
It should not repeat your CV – it should interpret it for the employer.

Think: “Why should they care about my experience?”

2. Keywords now decide your Fate

AI hasn’t just changed jobs – it’s changed hiring.

Employers are overwhelmed by applications, so they’re using AI to filter candidates before a human ever sees them.

This means:

• Keywords matter more than ever
• Generic applications get filtered out instantly
• Tailoring your CV is no longer optional—it’s survival

The good news?
PhDs and postdocs often meet (or exceed) the technical bar.

If you align your application with the job description properly, your chances of getting shortlisted increase dramatically.

3. Networking is no longer Optional

If you’re only applying online, you’re competing with everyone.

But if someone already knows your name, you’re no longer just another application.

Networking helps employers:

• Recognise you
• Trust your motivation
• Remember you during shortlisting

And hiring is a risk. The more familiar you are, the safer you feel.

Start with:

• Alumni networks
• Informational interviews
• Conferences and seminars
• LinkedIn conversations

Don’t think of networking as “asking for a job.”
Think of it as making it easier for someone to say yes to you later.

4. Visibility beats Silence

No one finds opportunities by staying invisible.

You wouldn’t expect to meet a life partner by hiding in a darkened room – the same applies to your career.

For academics, visibility can come from:

• Conference presentations
• Posters and talks
• Conversations over coffee

For those moving into industry:

• Career fairs
• Alumni events
• Online communities
• Informational interviews

And critically:

Your online presence matters.

Make sure you:

• Have a strong, clear LinkedIn profile
• Can explain what you do in 30 seconds
• Communicate your value beyond your thesis topic

If someone asks, “So what do you do?”
You should have a confident, compelling answer ready.

5. Get Help

You don’t have to figure this out alone … and you shouldn’t.

There is real value in:

• Career consultants
• Alumni who’ve transitioned out of academia
• Institutional career services
• Professional coaching

A small change in strategy can make a massive difference in outcomes.

Final Thought

If you’re sending out hundreds of applications with no response, the answer is not to send more. It’s to send better, smarter, more targeted applications, supported by visibility and connection.

Because the goal isn’t to be one of 500 applicants.

It’s to be the one they remember.

If I asked you to rate your professional network in relation to your career goals, what score would you give it out of 10?

Now, how would you rate your networking skills?

When I pose these questions in my career workshops with PhD students and postdoctoral researchers, the average hovers around 5/10 – sometimes lower. That’s not because people lack ability. It’s usually because they lack strategy, clarity, or confidence.

The good news? By the end of the session, most participants feel significantly more capable – not because they’ve suddenly become networking experts, but because they’ve learned that effective networking is a skill, not an innate talent.

Why Networking Matters More Than Ever

We are in a hiring landscape transformed by AI.

Tools now allow applicants to generate tailored CVs and cover letters in minutes. The result? A tsunami of applications for every advertised role.

Ironically, employers, overwhelmed by volume, are increasingly using AI screening tools to filter candidates. This means:

• More competition
• Less human review at early stages
• Greater reliance on keyword matching
• Fewer opportunities to stand out through “cold applications”

Applying online has always involved an element of luck, but now the odds are even longer.

Networking helps you shift from being one of 500 anonymous applicants to being a known quantity. And in hiring, familiarity reduces risk.

Think about it this way: if you needed someone to fix your car, would you choose a random mechanic from a list of 300, or someone recommended by a trusted contact?

Hiring managers think the same way. Known = lower risk.

So how do you make networking work for you?

Here are four tips to get your networking working for you:

1. Target – Be intentional, not accidental

Networking is not about collecting as many contacts as possible. It’s about relevance.

Ask yourself questions, such as “What career direction am I genuinely exploring?”, “Who is already working in that space?” and, even better, “Who do I know who is already working in this space?”

Then ask the more important question: “What value can we offer each other?”

This could mean: Sharing research insights; Offering technical expertise; Contributing to a project; Connecting them to someone in your academic network; Providing thoughtful engagement with their work

Strategic networking means focusing on quality, not quantity. Ten well-chosen connections are more powerful than 200 random ones.

2. Brand yourself – Make your narrative clear

If someone asked, “So what do you do?” could you answer clearly?

Your professional brand is not self-promotion. It’s clarity.

It’s the ability to communicate aspects of yourself, such as: What am I good at; What problems can I solve; What direction am I heading in?

Especially for PhDs and postdocs, this can be challenging. Academic identities are often discipline-specific, but employers think in terms of skills and outcomes.

Instead of:

“I study mitochondrial regulation in zebrafish models.”

Try:

“I analyse complex biological data to identify patterns that inform decision-making.”

Your network needs to understand: What you bring; What you’re looking for; How to remember you

If people are confused about your direction, they can’t help you.

Clarity creates opportunity.

3. Research – Show you’ve done your homework

Before reaching out to someone, do your preparation.

Look at aspects, such as: Their LinkedIn profile; Recent projects; Publications or talks; Company news; Career path

Why?

Because generic outreach gets ignored. Specific outreach gets responses.

Instead of:

“I’d love to connect and learn about your career.”

Try:

“I noticed you transitioned from academia into regulatory affairs at X company. I’m exploring a similar move and would value hearing about how you positioned your research experience.”

Good networking isn’t random chatting. It’s informed conversation.

4. Take it easy – Build before you leverage

One of the biggest networking mistakes is asking for too much, too soon.

If your first message is:

“Can you review my CV, introduce me to your hiring manager, and tell me about open roles?”

You’ve skipped several relationship steps.

Think of networking like building trust. It happens in stages:

1. Initial connection
2. Light conversation
3. Shared interests
4. Occasional check-ins
5. Mutual exchange
6. Then make appropriate requests

Strong networks are built slowly and sustainably.

Networking works best when it feels natural, not transactional.

Final Thought: Networking Is Career Insurance

Networking isn’t just about your next job.

It’s about: Staying visible; Staying informed; Staying connected; Creating optionality

In a crowded, AI-amplified hiring market, networking is no longer optional. It’s your differentiator.

So if your networking score is currently 5/10, don’t worry!

Networking is a skill. Skills can be learned. Strategies can be improved. Confidence can be built.

And the best time to start strengthening your network? Before you urgently need it.

What’s your specialist field of research?
And what specific aspect of that field are you investigating?

Now try writing the answer in just five words.

I recently asked PhD students participating in an online career workshop to do exactly this. The results were striking: a colourful and impressively diverse snapshot of the research taking place across a single university. In just five words per person, it became clear how much intellectual activity was happening, and also how little of it most researchers ever see.

What was even more interesting was what this simple exercise revealed about how siloed academic research can be. Despite working within the same institution, many participants had little awareness of the research being carried out outside their own discipline, or even beyond their immediate sub-field.

This came as no surprise to me. Decades ago, when I was working in research myself, I knew a great deal about the mechanisms of calcium uptake in beetroot. But did I know what research was happening in the next building, or even the next lab?

The answer was a resounding no.

The necessity and cost of narrow focus

Doing academic research, whether as a PhD student, postdoctoral researcher, or beyond, necessarily involves narrowing your focus. Progress depends on drilling down into a very specific question with the aim of making a genuinely new contribution, no matter how small or specialised it may appear to the wider world.

This depth is essential. But over time, it can also create a kind of inverse reality. The ‘small’ becomes magnified, focus can exclude other possibilities, specialist language turns into club language, and problems remain unshared. Researchers may start to feel isolated – intellectually, socially, and sometimes emotionally. In some cases, this isolation contributes to stress, self-doubt, and mental health difficulties.

Even though the career workshop was online with over 100 PhD participants, I gave them the option to discuss and share their research with others in the Zoom break-out rooms. For many, this was the first time they had ever spoken in detail with researchers outside their own discipline: scientists talking with humanities students, social scientists with artists, engineers with historians.

For many participants, hearing about different research interests was genuinely new. You may recognise this from your own experience, but as I said before, narrowing your focus is a necessary part of academic research.

The question is not whether you specialise, but how you can avoid becoming trapped inside that specialisation.

Broadening your research world: where to start

So, what are the advantages of broadening your research interests and how can you do it in practice? Here are a few realistic ways to get started:

1. Teach
Teaching, particularly at undergraduate level, forces you to return to foundational concepts you may not have revisited for years. Whether it’s an animal physiologist teaching photosynthesis or a cell biologist covering virology, revisiting the basics can refresh your thinking and reconnect you with the broader aspects of your discipline. Teaching also brings you into contact with colleagues beyond your research group through committees and shared responsibilities.

2. Do outreach
There are more opportunities than ever to engage in outreach activities. Talking or writing about your research for non-specialist audiences requires simplification and that process can be surprisingly liberating. Members of the public, journalists, and non-experts often ask questions you’ve never considered, opening up new ways of thinking about your own research.

3. Collaborate
You may already be part of a collaborative project, research group, or doctoral training partnership. If so, try to take a genuine interest in what your collaborators do and how their expertise contributes to the bigger picture. Understanding the broader context of a project can make your own work feel more connected and meaningful.

4. Attend
In addition to conferences and seminars in your own field, consider attending talks and events outside your immediate area of expertise. Many universities host researcher symposiums where PhD students and early career researchers present across disciplines, as well as regular lectures by visiting speakers. These events are opportunities to listen, learn, and make unexpected connections.

5. Join
PhD students and early career researchers often have access to a wide range of clubs, societies, and networks at the local, national and international levels. Journal clubs, postgraduate groups, learned societies, policy networks, and writing consortia all provide spaces to exchange ideas beyond your own research niche.

6. Read
Alongside searching for papers using highly specific keywords, make time for broader reading. This might include general science writing, interdisciplinary journals, policy reports, or work far removed from your own field. Curiosity-driven reading often sparks ideas and connections that targeted searches never will.

A final thought

Broadening your research interests doesn’t mean losing focus or compromising depth. It means recognising that your work sits within a much larger intellectual ecosystem that includes people, ideas, and questions you may rarely encounter otherwise.

If nothing else, try this small exercise again: write your research interests in five words and then ask someone outside your discipline to do the same. You may be surprised by what you learn.

Have you ever had cold feet? You know, the expression when you have that “Shall I, shan’t I?” dilemma. The “Shall I stay or shall I go?” situation when you’re not sure whether you ought to sit things out a bit longer to see if they work out, or take a leap into the unknown …..

Stepping out of academia can be a daunting prospect, especially for postdoctoral researchers and academics, who have only ever known this work environment and culture for most, if not, all of their careers. But sometimes, doing something new and scarey can also be the very opportunity that takes your career into more interesting and rewarding territory.

When I was in my 30s, I had been working for a scientific journal for over five years and felt the job was going nowhere. No promotional prospects, no career development, no growth. To offset the boredom and routine, I ventured over to the career service and ended up work shadowing and volunteering with them whilst still doing my ‘day job’.

One day, the head of the career service said a temporary 3-month position had come up and did I want to apply for it. I hesitated …. Should I give up my permanent safe journal job for a new decidedly unsafe job that I wasn’t even sure whether I would like, and which would only be temporary and with a lower salary??

It was my cold feet moment…. Should I stay or should I go?

My head said, “Hmm, maybe, maybe not”, but my heart said, “Let’s do it!”

The rest is history. The 3-month post turned into a 2-year post, which led to another job and another and so on and here I am now, 25 years later, running my own career consultancy.  

So, if you’re feeling hesitant, uncertain, or even a little afraid about making a big change in your life, such as leaving academia, don’t worry – you’re not alone. Getting ‘cold feet’ usually means you’re standing at the edge of something unfamiliar, but also potentially exciting and life-changing. Cold feet is not a sign of weakness, it’s an acknowledgement that you’re making a conscious decision to leave your comfort zone and try out something new.

So, if like these birds, with their feet in the icy snow, you are also experiencing cold feet, here are some tips that might help you to warm them up:

1. Name the fear before you try to fix it

Cold feet often hide specific worries, such as: “Will I be satisfied in a non-academic job/company?”; “Am I wasting my PhD?”; “What if I can’t come back?”

Tip: Write down your fears: Vague anxiety becomes manageable once it’s been made more specific. You can get help from a career coach to work through this.

2. Decouple identity from job title

Many researchers don’t fear leaving academia, they fear losing their identity, their sense of belonging and the value of their PhD and years of research expertise

Tip: Reframe your doctorate and research experience – it reflects how you think, your skills and your expertise, not your job description and where you work.

3. You don’t need certainty, you need direction

Academia trains people to wait for the perfect data, complete information and peer approval, however careers outside of academia rarely work that way.

Tip: Aim for next experiments, not final answers: Do your research on the job market, make connections, identify any gaps and address them with, e.g. courses or a side project.

4. You don’t have to jump alone

Leaving academia can feel like leaving a tribe or a family and the prospect of entering a new career sector can feel unfamiliar and scarey.

Tip: To overcome this and reduce the stress, talk to people who left recently or alumni who have gone into similar roles (you can find them on Linkedin). There are also plenty of blogs, podcasts and books that showcase PhD stories.

5. Leaving Academia is not closing a door

Many researchers fear the irreversibility of their decision to leave academia and disconnect from their current life and colleagues. However, in many cases this is not what happens.

Tip: Many researchers stay in touch with their former colleagues through research interests and personal associations. They even return later to engage with career events, helping junior colleagues to transition out of academia when the time comes. Although I left academia, I stayed connected to my university in an honorary teaching role and I know others who have done the same in other capacities, such as a visiting professor.

Keep in mind that very few careers are linear nowadays, especially fulfilling ones. People move between sectors more than ever bringing their expertise to diverse and evolving roles. In the meantime, skills, reputation and publications don’t disappear – they will always be there, alongside your PhD qualification. You’ll just be taking them to a different place and using them in a different way.

Happy New Year and, for those who are in transition, Happy New Career 😊

Related posts: New Year, new career

Should I stay or should I go?

My first job after graduating was as a Research Assistant, carrying out biochemical experiments on calcium transport in plants. With a Biology degree focused on plant science and biochemistry, it seemed like the perfect fit.

Except it wasn’t. I quickly learned that enjoying a subject and enjoying the work are two very different things. Lab work simply wasn’t for me.

My next move took me out of the lab and into the editorial office of a plant science journal. It was interesting at first, but I soon realised that most of the role revolved around administration – another poor fit.

But that job led to something unexpected. Based in a university Biology department, I became the person PhD students came to when they wanted their CVs checked for English grammar (well, I was seen as the editorial expert!). Surprisingly, I found this very satisfying and it led me to volunteer with the university careers service in my spare time, where I discovered a profession far more creative, varied and fulfilling than I’d ever imagined.

That was the moment when I stopped letting my subject discipline dictate my direction. Instead, I started paying attention to my interests, strengths and the type of work that energised me. From there I became a university careers adviser, then moved into PhD career development for a learned society, eventually becoming an independent consultant.

Looking back, the pattern is obvious: I was a work in progress, learning through trial and error what suited me and what didn’t. And I’ve realised that those who spend years immersed in higher education, specialising through a degree, master’s and PhD, are often more likely to base career decisions on what they know, rather than on what they enjoy.

Perhaps you feel this too. When you’ve spent your 20s and 30s within the walls of academia, an academic career can seem like the natural, ‘relevant’ next step. But relevant doesn’t always mean right. The real question is: what kind of work actually feels meaningful to you?

Not, “What is my subject area?”. Instead, “How do I like to work? What skills feel natural? What values matter to me? What environment brings out the best in me?”

If you want to explore these questions further, you might find my blog Analyse You or my chapter in Job Hunting in the 21st Century helpful. The more accurately you can name the tasks and environments that suit you, the clearer your future path becomes, and the easier it is to introduce yourself confidently in applications or interviews.

For me, the words that define my work now are: Finding connections; Being intuitive about people; Supporting and empowering others; Autonomy; Curiosity and pattern-finding. In my 20s, I would never have chosen these; back then I was still figuring out who I was. The only constant was ‘research’, and it turns out that researching people, not plants, is where I belong.

So, here’s my closing message: Don’t be hard on yourself if you’re uncertain about your future. You’re a work in progress, and that’s exactly how it should be. Try things, notice what energises you, and reflect on the tasks and values that feel most rewarding. Academia may seem like the obvious route, but as your research career evolves, many of the enjoyable parts fall away and are replaced with writing, fundraising, managing and administration.

Make sure the path you choose isn’t just relevant to your knowledge, but right for who you’re becoming.