Morningside Graduate School of Biomedical Sciences Career & Professional Development Collection

Perhaps once a decade, a book comes along that transforms people's lives in a very real, measurable way. This is one of them. Crucial Conversations exploded onto the scene ten years ago and revolutionized the way people communicate when stakes are high, opinions vary, and emotions run strong. Since then, millions of people have learned how to hold effective crucial conversations and have dramatically improved their lives and careers thanks to the methods outlined in this book. Now, the authors have revised their bestselling classic to provide even more ways to help you take the lead in any tough conversation: New firsthand accounts of how these skills changed readers' lives New case studies showing how business leaders successfully applied these methods to achieve results New links to videos teaching what to do and what to avoid during crucial conversations New research findings offering fresh insights for applying the skills taught in the book Crucial Conversations is filled with practical advice you can start using today: Prepare for high-stakes conversations Make it safe to talk about almost anything Transform unpleasant emotions into powerful dialogue Be persuasive, not abrasive Crucial Conversations gets you past the hard parts of dialogue and helps you achieve relationships that are real, productive, and that will enrich your life and career.

The 10th-anniversary edition of the New York Times business bestseller-now updated with "Answers to Ten Questions People Ask" We attempt or avoid difficult conversations every day-whether dealing with an underperforming employee, disagreeing with a spouse, or negotiating with a client. From the Harvard Negotiation Project, the organization that brought you Getting to Yes, Difficult Conversations provides a step-by-step approach to having those tough conversations with less stress and more success. you'll learn how to: · Decipher the underlying structure of every difficult conversation · Start a conversation without defensiveness · Listen for the meaning of what is not said · Stay balanced in the face of attacks and accusations · Move from emotion to productive problem solving

Virtually all job hunting experts agree that networking is the best way to find a great job. But most people don't have connections to the decision makers who do the hiring. And "networking" books, which are mostly written by and for salespeople, suggest aggressive tactics, often confusing these with real networking. They focus on building a powerful network over the course of a lifetime. But when you need a new job, you don't have time to build a huge, powerful network. You've got to use the network you already have. Orville Pierson, a top expert in job hunting, tells you how to succeed by effectively using your current circle of contacts. He cuts through the myths and misunderstandings to show you how millions of job hunters have networked their way to great new jobs. Highly Effective Networking empowers you to: -Use a small network to reach dozens of insiders and decision makers. -Get the right message to the right people, even if you have never met them. -Create a project plan to organize your networking efforts. -Speak effectively and comfortably with your networking contacts. -Talk to decision makers before the job opening is announced. Networking in job hunting is different than other networking. You don't have to hobnob with the rich and famous. There's no need for aggressive sales tactics. You just need to understand how real networking fits into your job search, and then be systematic about doing it.

Devora Zack, an avowed introvert and a successful consultant who speaks to thousands of people every year, found that most networking advice books assume that to succeed you have to become an extrovert. Or at least learn how to fake it. Not at all. There is another way. This book shatters stereotypes about people who dislike networking. They're not shy or misanthropic. Rather, they tend to be reflective--they think before they talk. They focus intensely on a few things rather than broadly on a lot of things. And they need time alone to recharge. Because they've been told networking is all about small talk, big numbers and constant contact, they assume it's not for them. But it is! Zack politely examines and then smashes to tiny fragments the "dusty old rules" of standard networking advice. She shows how the very traits that ordinarily make people networking-averse can be harnessed to forge an approach that is just as effective as more traditional approaches, if not better. And she applies it to all kinds of situations, not just formal networking events. After all, as she says, life is just one big networking opportunity--a notion readers can now embrace.

Beginning academic scientists face a variety of challenges in setting up their laboratories. This books helps new investigators think strtegically and "make the righr moves." It offers a collection of practical advice, experiences, and opinions from seasoned biomedical investigators, and provides a valuable resource on scientific management for any tenure-track laboratory researcher at a university or medical center, as well as for scientists pursuing other career tracks.

Note: this book is a version of “Making the Right Moves”, but tailored to scientific leaders in countries outside the US

This guide looks at choosing the right lab for you and also choosing the right people to fill your lab.

Scientists are trained in scholarship and technical skills but not, typically, in how to deal with their peers, supervisors, or staff who report to them. Yet even a first-rate research project can fail or flounder if the people concerned can't get along. Lab Dynamics is a book about the challenges of doing science and dealing with the individuals involved, including yourself. The authors, a scientist and a psychotherapist, draw on principles of group and behavioral psychology but speak to scientists in their own language about their own experiences. They offer in-depth, practical advice, real-life examples, and exercises tailored to scientific and technical workplaces on topics as diverse as conflict resolution, negotiation, dealing with supervision, working with competing peers, and making transitions between academia and industry. This is a uniquely valuable contribution to the scientific literature, on a subject of direct importance to lab heads, postdocs, and students. It is also required reading for senior staff concerned about improving efficiency and effectiveness in academic and industrial research settings.

Since 2002, the first edition of this best-selling book has helped thousands of newly appointed principal investigators successfully transition to running their own labs. But changes in technology continue to transform the way science is done, affecting ways in which labs communicate andcollaborate, organize data and supplies, and keep current on the latest developments. The culture of science has also evolved, as more scientists explore non-academic career paths, seek new ways to communicate information and ideas, and acquire skills and knowledge outside of their field. In thesecond edition of this book, Kathy Barker has substantially revised the text, offering PIs advice on adapting to the changes and challenges that the years have brought.New topics include collaboration contracts, performance evaluations, communicating with non-scientists, tips for succeeding on the tenure track, and professional development. With this book as a guide, any new or aspiring PI will be well-equipped to manage personnel, time, and institutionalresponsibilities with confidence.

The mentoring curriculum presented in this manual is adapted fromEntering Mentoringby Jo Handelsman, Christine Pfund, Sarah Miller and Christine Maidl Pribbenow. The materials presented inEntering Mentoringprovide the basis for research mentor training tailored to the needs of diverse mentors and mentees in various settings. 

The international bestseller and globally acknowledged bible on leadership and career transitions Fully a quarter of all managers in major corporations enter new leadership roles each year. Whether their assignments involve starting a new job, being promoted internally, or embarking on an international assignment, how new leaders manage their transitions can mean the difference between success and failure. In The First 90 Days, Michael D. Watkins, a noted expert on leadership transitions, offers proven strategies for moving successfully into a new role at any point in one's career. Concise and practical, The First 90 Days walks managers through every aspect of the transition, from mental preparation to forging the right alliances to securing critical early wins. Through vivid examples of successes and failures at all levels, Michael Watkins identifies the most common pitfalls new leaders encounter and provides tools and strategies for how to avoid them. As hundreds of thousands of readers already know, The First 90 Days is your roadmap for taking charge quickly and effectively during critical career transition periods--whether you're a first-time manager, a midcareer professional on your way up, or a newly minted CEO. Published by Harvard Business Review Press.

Wall Street Journal Bestseller A thought-provoking, accessible, and essential exploration of why some leaders (“Diminishers”) drain capability and intelligence from their teams, while others (“Multipliers”) amplify it to produce better results. Including a foreword by Stephen R. Covey, as well the five key disciplines that turn smart leaders into genius makers, Multipliers is a must-read for everyone from first-time managers to world leaders.

Whether you are a student or an established scientist, researcher, or engineer, you can learn to be more innovative. In Innovation Generation, internationally renowned physician and scientist Roberta Ness provides all the tools you need to cast aside your habitual ways of navigating theevery-day world and to think "outside the box." Based on an extraordinarily successful program at the University of Texas, this book provides proven techniques to expand your ability to generate original ideas.These tools include analogy, expanding assumptions, pulling questions apart, changing your point of view, reversing your thinking, and getting the most out of multidisciplinary groups, to name a few. Woven into the discussion are engaging stories of famous scientists who found fresh paths toinnovation, including groundbreaking primate scientist Jane Goodall, father of lead research Herb Needleman, and physician Ignaz Semmelweis, whose discovery of infection control saved millions. Finally, the book shows how to combine your newly acquired skills in innovative thinking with the normalprocess of scientific thinking, so that your new abilities are more than playthings. Innovation will power your science.

It's a tough time to be a scientist: universities are shuttering science departments, federal funding agencies are facing flat budgets, and many newspapers have dropped their science sections altogether. But according to Marc Kuchner, this antiscience climate doesn't have to equal a career death knell-it just means scientists have to be savvier about promoting their work and themselves. In Marketing for Scientists, he provides clear, detailed advice about how to land a good job, win funding, and shape the public debate. As an astrophysicist at NASA, Kuchner knows that "marketing" can seem like a superficial distraction, whether your daily work is searching for new planets or seeking a cure for cancer. In fact, he argues, it's a critical component of the modern scientific endeavor, not only advancing personal careers but also society's knowledge. Kuchner approaches marketing as a science in itself. He translates theories about human interaction and sense of self into methods for building relationships-one of the most critical skills in any profession. And he explains how to brand yourself effectively-how to get articles published, give compelling presentations, use social media like Facebook and Twitter, and impress potential employers and funders. Like any good scientist, Kuchner bases his conclusions on years of study and experimentation. In Marketing for Scientists, he distills the strategies needed to keep pace in a Web 2.0 world.