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ments and previous mentors often have addi-

tional insight or can speak on the candidate’s

behalf. Legal action should be considered

only if gross injustice can be documented and

if the candidate is willing to see it through.

Set the Tone

The candidate denied tenure must func-

tion for a while in the system that terminated

him or her, and it is best to actively pre-empt

potential ill will. Establishing a cordial tone is

critical, because this period becomes the

springboard to the next, and gossip travels in

the scientific community as in any other.

Whether or not co-workers are listed as offi-

cial contacts on job applications, assume they

could be contacted. Formulate a noncommit-

tal response to questions, and acknowledge

concern and sympathy courteously. Be pre-

pared for allegiances to shift: those who were

once trusted may be aloof, while mere

acquaintances may rush to “help”. Quite pos-

sibly, the candidate’s allies took a beating in

his or her defense; on the other hand, misery

loves company — it’s easy to become fuel for

someone else’s fire.

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Ironically, the candidate denied tenure is

faced with even greater pressure than before

the tenure decision because she or he must

find a job and also maintain ongoing faculty

obligations. Distractions should be mini-

mized: resign from committees, re-assign

rotating students, reduce your lecture bur-

den. If another shot at academia is the goal,

then manuscript submissions and the grant

proposal of a lifetime are essential. A senior

lab member can be appointed as field com-

mander; a remote location can be chosen for

uninterrupted concentration, and telephone

or e-mail messages can pile up temporarily.

Each person in the candidate’s laboratory

also needs an exit plan with defined time

lines. New graduate students may switch to

other laboratories; senior graduate students

may finish ahead of schedule or follow the

candidate to another institution; postdocs

and technicians may seek employment else-

where. As difficult as it is to watch a careful-

ly constructed team disintegrate, the faculty

member has a responsibility to ensure that

damage to the careers of students, post-docs

and staff is minimized.

Seek Positive Reinforcement

A positive approach is essential to a suc-

cessful job search, but the candidate denied

tenure may well lack self-esteem. Conscious

effort must be expended to find creative out-

lets and fortify one’s self-image. Listing trans-

ferable skills is a good place to start. A faculty

member must possess excellent problem-solv-

ing skills, an ability to prioritize and reach

goals, good writing and computer skills, and

management experience — all highly valued

in the business world. Also, now is the perfect

76 CAREER ADVICE FOR LIFE SCIENTISTS

Establishing a cordial tone is

critical, because this period

becomes the springboard to the

next, and gossip travels in the

scientific community as in

any other.

The faculty member has a

responsibility to ensure that

damage to the careers of

students, post-docs and staff

is minimized.