Part 1 is here. Probably reading part 1 first will help you understand the cast of characters.
One of Cathy & postdoc’s complaints is that Dr. Ifix lectures them on what they know and do best: how to write a paper (each of them has many more pubs than he does), how to test a hypothesis, how to organize a lab notebook, how to do a bibliographic search. I’m not saying that we all don’t have stuff to learn and improve on. But this is every lab meeting, every interaction.
Their meta-complaint was that he wastes huge amounts of their time, when they’d rather be getting either different input or be able to just get back to work.
So I asked them both a couple of questions at this point: How much time? Hours a day? Two hours a week? How much of a burden to plaster a smile on your face and sit through it? Is this the difference between a 20 min a day commute and a 40 min a day commute?
Then, why is he doing this? It is likely part of his insecurity. This is His Lab! He is a BigDog! He may be fixing <insert deity of choice here>'s mistakes, but he still doesn’t have that R01. He knows this. He wants an R01. He needs to be not just a triple threat, but an externally validated, successful triple threat. There are other Big Dogs in the hospital with whom he must cope. There are the ultra-big dogs who have a lab of more than 3-5 people. And that’s who he wants to be. And the idea that someone who works FOR him knows more than he does is not something with which (I am guessing) he can easily cope.
So what can you change? What can’t you change? What can you live with? I think a one hour lab meeting and a one hour personal meeting each week is not a lot. Just about everyone has at least that much burden. As a tech/postdoc/res asst prof, there is a place between antagonizing him and being a boot-licking sycophantic toady. The former will, in the short run, make him angry and unpleasant, and in the long run get one fired. The latter will in the sort make one irritable and unhappy, and in the long run get one fired.
So where from here?
But you can’t change his insecurity. You can’t make him respect what you know by insisting, in those meetings: I know this! I AM GOOD at this! and worst of all: I know this better than you. In fact, insisting like that will only make things worse, make him more defensive. No matter what you say about what you can do, he is not going to hear it. You have to speak the language he will hear.
Again: you must speak the language he will hear.
One of the things I was frequently told (by people who had some minor investment or affection for me) when I was working with the chair from hell, was “manage up” and “manage from below”. I had lots of trouble with this, as it felt like I was giving in to his problems. It felt like I was making all the compromise, and it wasn’t meeting half way, but me moving 99% of the way. My thoughts were: I wasn’t wrong, why did I have to do the things that this idiot wanted? It took a while to see that it was again, a case of: do you want this job? If you do, here are the things you must do to keep it, even if it feels like you are going 99%.
And that was a lot of what was going on for Cathy. She was angry and frustrated and not a little contemptuous of this jerk who had the power, but didn’t know the stuff.
Step one was to repeat I want this job. This is not as bad as the alternatives as I see them, as I have chosen them.
So we talked a lot about specific, small things to actually do. Concrete steps.
First, start with papers and weekly meetings. Dr I was not, and is not, going to be in the lab hands on collecting data. Not gonna happen. But he can’t give up enough control to even ask “what was done”, it has to be as if he did it.
My advice: each week, the meetings that happen with Cathy, or various small lab groups (Cathy & postdoc, techs, etc): never show up without a written agenda. Have a piece of paper with 2-4 bullet points. Fewer and it won't be the meeting, more and it will be overwhelming, and he will stray. Write them down, keeping people out of them, and stick to the science/logistics. That is don't assign people to tasks, or stray into areas he considers PI Prerogative. For example:
- talk about intro for Paper B
- discuss problem with bunny husbandry (impact on data collection).
- Hours that the med student is working
- Results for Paper A
One page, 2-4 lines. Hard copy.
Then, for each bullet point, an additional page (this is knowing that Dr. I likes paper copies of things, if not, this could be electronic). A list of sub-points that pertain to paper B. The premise of paper B, then results, graphs, or maybe a table. If you can work in the NIH words (premise, justification, innovation) do so. He'll see this. He'll get it. Not more than a page, laid out with sufficient white space and color coding and the works. At least 12 pt, if not 14. A copy for Dr I, and for every person in the room. Let him mark it up, and you add what he says to your copy.
For the husbandry problem it could look like:
- Baby rabbits are being born dead
- We got vet to autopsy, there is X problem (include picture of lung tissue?)
- Solutions for this are:
- increase humidity (upside: easy, downside: least likely to help)
- change food (upside: easy, downside: expensive)
- drug YYY (upside: most likely to work, downside: very very expensive for this many bunnies)
In short, manage the meeting to be about content. You can determine the content. Unlike the chair from hell, Dr Ifix didn’t need to talk about himself, he could stay on topic. And if he did wander, and did start lecturing on the difference between the materials section and the methods section, then let him do it. And do not let your body language say otherwise. Do not, as I mistakenly did, abruptly bring the discussion back to content. If you can ask a genuine question that redirects, do so. Dr. Ifix is not stupid, if you act or speak as if you think he is an ass, he will know that. And then you lose.
If Dr. Ifix becomes angry or irritated or caustic or any of his other responses, you've lost. Period. Repeat after me: you are not going to win a fight with this man. If that feels like too much compromise, or too much giving-in, then maybe you don't want this job that much. I am not saying you have to sit on your pride, that you have to be subservient, that you have to be submissive. But confrontational will not work with this person.
This reminds of something from one of those leadership classes I once took, where they classified people (which is another set of objectionables, but here, it's a bit useful). One kind of person was "military". Military minded people have superior officers, to whom one listens and obeys, and grunts, whose job it is to listen to and obey you. While academic/hospital medicine is changing, there are still lots of people with this mindset. Such people are not interested in discussions. They are interested in having their orders carried out.
And as you work towards managing the meetings, start managing the manuscripts. Yes, Dr Ifix thinks he can write better than the postdoc. Develop a calendar for writing. Outline by this date, Intro by that one. Ask him to assign people to schedule. You can ask “may I do this part?” or even “I’ll do this part”. Focus on the writing, the paper, the content. Make it clear that you are interested in the job. It may be clear to you, but you need to make it clear to him.
Now, in Cathy’s experience, this presented another problem. Dr Ifix wouldn’t let anyone else do a first draft. And this became an issue because he wouldn’t get it done either.
On to part 3....