In this post, Raeni, a PGR in the Department of Accounting, and Isbahna Naz, a PGR in the Department of Management, share some tips that they found beneficial in developing their sense of community during their PhDs.
3- 4 years doing a PhD is a long time. Some may say, “Life is on hold while doing my PhD”.
We are, of course, all on different journeys but with the same aim. Before COVID-19, we have a study space in the Muirhead Tower, where we could meet, interact and create a community within our cohort even though we are from different research interests. Having a sense of belonging with our peers alongside the journey is essential in numerous ways.
Being a member of a research community allows us to stimulate research progress, access an excellent seminar programme, discuss opportunities, and recognise other organisations beyond the campus. The community also sometimes directs us to get opportunities, for instance, acting as teaching or research assistants. Keeping us busy while engaging with others also helps our wellbeing.
Continuing her occasional series, “survive and thrive”, Katie Hoare from Careers Network explores a key skill sought after by employers in the post-COVID-19 world. It’s likely that you are already developing and using these highly transferable skills in your research.
When most people hear the word “leadership” they think ‘management of staff’ or ‘being the boss of an organisation’. Whilst these positions do definitely require leadership ability, they are not the only scenarios where leadership skills are required. You can and should be developing your leadership skills regardless of whether you are supervising others.
Leadership is not one skill, your ability to lead requires a variety of skills including self-awareness, accountability and communication. Consultancy firm McKinsey have a conceptual framework for leadership and split it into three levels; 1) leading yourself, 2) leading others, 3) system leadership. People often move from level 1 to 2 during their career, but not everyone ends up at level 3. System leadership goes beyond leading one organisation to transforming whole systems and often involves connected organisations addressing multi-faceted problems.