Networking in academia.

M any academic scientists reject the very idea of networking for a variety of reasons. Many feel that acquiring and using professional contacts is more appropriate for those in industry or business, but not in academia. Tenured faculty may feel that they have already achieved the peak of their career and no longer need to put forth the effort to get to know new people. Younger scientists may shy away from the idea of proactively approaching peers and senior colleagues because they are introverted or because they don’t know how to start. However, the tendency to refrain from networking can limit scientists from reaching their full potential. Scientists with an expanded network of contacts have an edge when it comes to grants, publications, awards, invitations to speak, coveted job offers, and promotions. Whether you are in academia or industry, whether you are naturally introverted or extroverted, or whether you are at an early or late stage of your career, it is important to develop and improve your networking skills. This article outlines an approach for generating and cultivating valuable relationships that turn acquaintances into sponsors for your future career. On many levels, this advice will sound like common sense, and it is. However, the advantage of this approach is that it breaks down a seemingly overwhelming task into practical steps and provides motivation to implement those steps. Some people think of networking as kissing up to influential people, or building professional relationships for advancing their career. However, this view is too limited because everyone—not just influential people or members of your profession— has the potential to influence your career in a positive or negative manner. Someone who you view as non-influential now may progress to be in a powerful position later. Students in combined MD/PhD programs come to realize this all too well when they leave medical school for several years to complete their PhD and years later apply to medical residencies only to find that their previous peers have become their chief residents and supervisors. Many scientists find themselves in similar situations in which some of their contemporaries or even subordinates become their grant reviewers, manuscript reviewers, or even direct superiors. ...................................................... “Scientists with an expanded network of contacts have an edge when it comes to grants, publications, awards, invitations to speak, coveted job offers, and promotions” ......................................................