An occasional column, in which Caveman and other troglodytes involved in cell science emerge to share their views on various aspects of life-science research. Messages for Caveman and other contributors can be left at [email protected]. Any correspondence may be published in forthcoming issues.
One of the biggest shocks that I had when I became a member of faculty (thanks, but no it was not the fact that I had become a faculty member) was the fact that I had absolutely no idea of what I was getting into. OK, doing experiments, writing grants and publishing papers: those were things that I knew about - well sort of. No, what I mean is all that the managerial stuff associated with running a laboratory.
In retrospect, it amazes me that I’ve been able to muddle through to this point without (1) going bankrupt (OK, I did, but only once or twice); (2) people in my lab bludgeoning each other to death over authorship, rights to experiments, whose turn it is to use a piece of equipment, who is encroaching on someone else’s space in the freezer, etc. (actually, that is all made up - sorry, they read these pieces and suspect the identity of the author!); (3) my bludgeoning my colleagues to death over… well, the most minor, insignificant and trivial issues that are, upon reflection, embarrassingly small; (4) going bankrupt - oh, I mentioned that already-sorry it’s on my mind a lot; (5) infringing all known safety, radiation and environmental guidelines. Oh dear! This does paint a very disturbing picture!
We are never trained to deal with the financial issues of running a lab. As a postdoc, the prime directive is to work hard for oneself, publish and, as quickly as possible, get an independent position. In so doing, one often takes little notice of the cost of reagents or the incredible material and financial waste inherent in many experiments. The lab head is there to provide you with the resources to perform the experiments - what do you mean you can’t afford a new FPLC system, the latest in PCR technology and twenty antibodies? See, there is no training here in fiscal responsibility.
The funny thing is that when you start your own independent position the reality of the financial aspects of running a lab are not immediately apparent. That is because you normally have a quite substantial nest egg that was provided by the department. So, here you are with little or no sense of financial responsibility and hundreds of thousands of some currency, that’s billions in euros, burning a hole in you pocket. It’s so easy to buy six of something, when two or three will do. Exactly how much glassware does one need for an average-sized laboratory; and I always wanted one of these - no make it two.
My lack of managerial skill became evident when I started to receive the items that I had bought to stock my lab and all of the paperwork that came with them. So, I filed them, in chronological order of course, and without any notion of checking whether the order was complete or not; I knew that there is an advantage in ordering six of something when you need only two or three! The job of my first technician was to sort out this mess. Actually I was instructed to tell her to do this by my institution’s Director of Finances - he saw trouble coming! Reality set in later when the start-up money had gone, salaries started taking precedence over supplies, and my postdocs and students began to think that their prime directive was ‘to work hard for oneself, publish, and, as quickly as possible, get an independent position’. Where did they get that idea? How come they don’t appreciate all of the hard work that I had put into providing them with this excellent environment?
How different it was when I was a postdoc…How does one learn? Well, as in any situation, good help and mentoring were critical. My mentoring came late. In my first faculty position, I overspent >$100,000 every year - a recurring bankruptcy! But, rather than being put on a fiscal diet, I was admonished to be a better citizen, and my institution absorbed the overdraft! This went on for four years, up until the time a decided to move. At that time - I remember it well - my institution’s annual investment in me suddenly became a short-term loan payable before I left! Ouch - there went the start-up money for my new position.
Mentoring came later from the Business Manager in my present institution, where I was not allowed to run up a $100,000 deficit every year, and my Lab Manager, who took responsibility for placing the lab on a strict fiscal diet.
My lab has been solvent for many years now. The funny thing is that this has happened despite me. I am not allowed to have anything to do with the allocation of funds or the ordering of reagents or equipment (the jobs of my Lab and Business Managers). So, my lack of managerial skills in finances, and the fact that it still shows, doesn’t really matter!
Caveman
