Please note: This story reflects the personal experience and perspective of its contributor. Academic careers vary widely, and others may experience different challenges and opportunities. 

Career Story 

My career has involved transitioning from a research-focussed role to a leadership-focussed one. That shift required some deliberate decisions about what to stop doing and where I could have the greatest impact.

If I could advise my younger self, I would say two things. First, be kinder to yourself. The decisions you make are the best you can make at the time. Looking back and ruminating over them does not change them. Second, be true to yourself. I spent too much time worrying about what others thought, rather than concentrating on what was right for me.

One assumption I had to unlearn was that changing direction might be seen as a failure or a step away from “real” research. In fact, if you do what you do best, people will respect that. And if they do not, that is their problem, not yours.

Over time, I have realised that I can make the most impact by supporting others to be their best selves. Research is a team sport. I have come to see that I am better suited as a coach or manager than as the striker on the pitch. Once you understand where in the team you contribute most effectively, opportunities open up because you create positive impact. If you remain in roles that do not suit you, opportunities tend to dry up as others look elsewhere.

To grow as a leader, I had to reduce my role as a front-line researcher. The hardest part was recognising that this was not letting go of something, but pivoting toward what I was best at and what I enjoyed most.

Networks are essential, but only useful if you actively use them. As an introvert, building networks does not come naturally. However, being an active contributor and solutions-focused does. That approach has helped me build networks because people see me as someone who can help solve problems, not just someone who wants something from them. Networks work best when they are reciprocal and when everyone is clear about what they want from them.

I would also encourage people to build a mentor network. These do not need to be formal mentors, but people you can turn to when you need support. I have around a dozen people I draw on when I need to work through an issue. They each bring different perspectives, and collectively they help me make better decisions and grow as a leader. That support should always be reciprocal. If someone asks you for advice, it is because they value your opinion and see you as a leader. We work best when we work together.

Reflections I would offer now 

• Be kinder to yourself. The decision you made was the best you could make with the information you had at the time.
• If you are considering a shift in trajectory, ask yourself what you are genuinely best at and enjoy most, rather than what others expect of you.
• Research is a team sport. Be clear whether your greatest contribution is as the “striker on the pitch” or the “coach,” and align your role accordingly. We are all stars if we do what we are good at.
• Letting go of front-line activity is not failure; it can be a strategic pivot toward higher impact.
• Do not just build networks. Contribute to them in visible, solutions-focused ways so that relationships are reciprocal.
• Create a small, intentional mentor network of people you can call on for different types of advice. Support them in return.