The Invisible Pressure On K Awardees

What The K To R Shift Requires

What Great Mentors Can Do

The Internal Work Mentors Cannot Provide

Guided Introspection And Owning Decisions

Haisha’s Story Saying No Well

What To Do When You Feel Stuck

Three Reflection Questions And Closing

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You're listening to Significant Impact, the podcast for early career researchers ready to take the next step toward independence. I'm Sarah Dobson, grant consultant and academic career coach, and on this show I help you navigate the transition from mentored K Awards to your first R01 without losing your mind, your focus, or your sense of purpose. If you're ready to move from I hope I'm ready to I know I'm ready, join the wait list for the next cohort of K2R Essentials at Sarah Dobson.co slash K2R. That's S-A-R-A-H-D-O-B-S-O-N.co slash K number two R. Now let's get to the episode. There's an invisible expectation for K award recipients, and it goes something like this. You're smart and capable, and you have good mentors, so you should be able to figure out how to convert your K award into major research project funding. And I know because many of you have told me this, that it creates a tremendous amount of pressure. If you have good mentors, and I know many of you do, it can feel confusing when you still feel stuck, when you still feel unclear about where you're headed, when you still feel like something is missing, even though you have people around you who are generous with their time and their guidance and their expertise. If you've listened to my earlier episode on the mentee mindset, you know I've talked before about the shift from thinking like a mentee to thinking like a PI. And today I want to go a little deeper on that because I think there's a piece of this conversation that doesn't get enough airtime. I want to be very clear. This episode is not a critique of mentors. This is not about finding better mentors or replacing the ones you have. If you have great mentors, you are very lucky. What I want to talk about is what this transition actually requires of you, which pieces your mentors can help with, and which pieces they can't, and then what you might do about that. So to make this K-2R transition successfully, you need to be able to do a handful of things, right? You need to be able to articulate where your research is headed. And I don't just mean in a specific aims page. I mean you need a clear sense of the larger direction your work is moving in and why it matters to you. You need to be able to evaluate opportunities and say yes to the ones that advance that direction and no to the ones that don't, even when the ones you're saying no to come from people you respect. You need to develop your own judgment, the ability to hear advice, weigh it, and decide for yourself whether it's right for you, not because the advice is bad, but because you're the only one who can see the full picture in your career. Nobody cares about your career more than you do, right? You need to learn how to lead. You need to learn to think about your team, your collaborations, your time, and your energy as resources that require deliberate management. And underneath all of that, you need self-trust, the kind of trust in yourself that allows you to make decisions with incomplete information, to take risks, to hold your own perspective, even when it differs from someone with more seniority. That's a lot. And some of these things your mentors can absolutely help you with. And some of them, even the best mentors in the world, can't really do for you. So a good mentor offers direction. They give you feedback on your research. They open doors, they share their networks, they help you navigate the political landscape of your institution. They can tell you where to look for opportunities, who to talk to, what study section might be a good fit. Some of the best mentors treat you like a colleague and create an environment where you feel safe getting support and asking for help. I've worked with plenty of women whose mentors were their biggest champion. These are real and meaningful relationships, and I would never want to diminish that. When it comes to scientific direction, career navigation, and opening doors, mentors are absolutely invaluable. You need these relationships. But even the most generous, experienced, well-intentioned mentor is limited in what they can offer you when it comes to the deeper internal work of this transition. And I'm sure you've heard me talk about it before in terms of a transformation, a personal transformation, right? You are becoming a new person. And that is not necessarily something that your mentor is equipped to help you with. Your mentors can give you advice. They can give you great advice, but telling you something and helping you internalize it are two different things. So I'm gonna give you an example from one of our graduates. And you can go back and listen to our full conversation. This graduate, Kate, has, by her own description, outstanding mentorship, incredible subject matter experts at her fingertips. And she explained that her mentors had encouraged her to take care of herself. They told her to think bigger. But she explained that it didn't really get through until it was coming from a different voice and from a process of self-exploration. And I think that's really important. The information isn't always the missing piece. The advice isn't always the missing piece. Sometimes you've heard the right advice many, many times. What's missing is a process that helps you actually take it in and act on it. Another one of our graduates described the worksheets in the Kata R Central program as guided introspection. And I think that's exactly the right way to think about it. It's what's often absent from that mentor relationship, right? They can give you an answer, but there's a difference between someone handing you an answer and being in a process where you arrive at the answer yourself. When you arrive at it yourself, you own it and you're far more likely to act on it when things are difficult. The other thing mentors typically can't provide is a framework for the transition itself. They can give you individual pieces of advice or nuggets, as one of our graduates called them. One mentor encourages you to write a mission statement, another tells you to think about your five-year plans, somebody else gives you feedback on your AIMS page. Each of these nuggets is genuinely helpful, but they are fragments. They don't connect to each other in a way that helps you see the full picture of what becoming an independent investigator actually requires. So another one of our graduates, Deanne, described this process really well. She had good mentors around her. They'd given her bits and pieces of advice over the years, useful things, important things. But what she was looking for was a larger framework for how to make the transition from I'm focused on this one project to I have a program of research. She could see that she needed to zoom out and think more broadly about her work, but her mentors, as good as they were, couldn't offer that broader scaffolding. And this makes sense. Your mentors are not there to facilitate that kind of internal work that helps you figure out who you are as an independent investigator. Those decisions around how to design a program of research around a vision that you have for your career are not decisions that anyone else can make. So Haisha's story is one of my favorite illustrations of what it looks like when this internal work is in place. So Heisha had spent most of her career following the advice of authority figures, her mentor, her boss, her director. As she described it, she grew up in a way where people told her what to do and she followed. And she had gotten to a certain point with that approach. She had her K award, she was doing good work. And then she went through the process of getting really clear on her research vision, her North Star, the types of questions that genuinely lit her up. And not long after that, she had a meeting with her director, who is also her primary mentor. He suggested that she take on a new project. And he had everything laid out for her the data, the resources. It sounded like a really logical next step. And the way she describes it, before she'd done this deeper work and had her own sort of transformation, she would have jumped at this opportunity. Her boss wanted her to do it, he had good intentions, and she would have been happy to say yes. But instead, Haisha explained to him that this wasn't the direction her research program was headed in. She didn't have the experience the project required, and she had no desire to build it. She laid out her own plan and told him why his suggestion, however interesting it might be, would be a detour from where she was going. And this is the part I really love. The mentor-mentee relationship didn't suffer from that conversation. It got stronger because Heisha was showing up as a colleague with a perspective, and that's exactly what her mentor wanted to see. So notice what happened here. Heisha's director was doing what great mentors do. He saw an opportunity and he shared it. What Heisha needed and what she developed was that clarity and self-trust to evaluate his suggestion through the lens of her own vision and goals. And that's the work that mentoring alone typically doesn't address. So if you're hearing yourself in any of this, if you have really good mentors and you still feel stuck, if you keep hearing useful advice but you struggle to act on it, if you find yourself deferring to other people's opinions on decisions that are ultimately yours to make, first of all, I want you to know that there's nothing wrong with that. There's nothing wrong with you, there's nothing wrong with your mentors. There are things that this transition requires of you that mentoring was never designed to help with. So what do you actually do about it? Obviously, I'm biased. Coaching is one path that I would strongly recommend here. And this was the path for Kate, for Deanne, for Heisha, and for the other graduates that I mentioned in this episode. Right? Kate was emphatic that coaching was complementary to her mentorship and that it filled a gap that her mentors, as outstanding as they were, couldn't fill. But of course, coaching is not the only way to develop these capacities. Some people find the support they need through a peer group of colleagues going through the same transition. Some people find it through their own personal reflection, journaling, therapy, or some combination of those. Some people find a friend who asks them the right questions. I would say here that the form matters less than the function. You need some sort of practice that helps you develop that relationship with yourself that allows you to actually use all the good advice that you're getting. And that practice, I think to put it broadly, is to be in dialogue with yourself, right? As one of our graduates put it, it's that guided introspection. Whether that's guided by you personally, by having the right questions in place or guided by somebody else, I in the end, I don't think it really matters that much, as long as you have a way to be in dialogue with yourself. So what I would encourage you to do is to take an honest look at that list I laid out at the beginning of the episode, what is required in this transition? The clarity about your direction, the ability to evaluate opportunities on your own terms, the self-trust to make decisions and hold your own perspective, the capacity to lead. So, where are you strong? Where do you need to build some skills and capabilities? And what kind of support would help you do that? So here are three reflection questions I want to leave you with. Number one, when you get advice or feedback from your mentors, do you evaluate it through the lens of your own goals and your own vision? Or do you tend to accept it because it's coming from someone you respect or someone who you see as more experienced than you? Number two, if you got really clear on where your research is headed, clear enough that you could explain it to somebody in two or three sentences, would that change how you respond to the opportunities and suggestions that come your way? And number three, what would it look like to invest in your own development as a leader and decision maker with the same seriousness that you invest in your scientific training? I think all of those questions are worth sitting with and spending some time with. All right, my friends, thanks for listening. See you next time. Thanks for listening to this episode of Significant Impact from K Award to your first big R0. If you want to dig deeper into what we learned today and move a significant step closer to a smooth K to R transition, visit Sarah Dobson.co slash pod and check out all the free stuff we have to help you do just that. Don't forget to subscribe to the show to make sure you hear new episodes as soon as they're released. And if today's episode made you think of a colleague or a friend, please tell them about it. Tune in next time and thanks again for listening.