Welcome to Career Coach, a column for job seekers and employees guiding you through the ins and outs of finding, landing, and succeeding in the biotech industry. Each month, Carina Clingman, founder of The Collaboratory Career Hub and host of the “Biotech Career Coach” podcast, answers questions from the community. Questions can be emailed to: hello@collaboratorycareerhub.com.
In this column, I discuss how to transition from academia to industry, how to take time off in a new job, and how to handle the challenges that came with my recent promotion into a leadership role.
Q: I have spent my entire career in academia, most recently as an assistant professor. I would like to move to industry and close my academic lab. I am struggling to compile my experience and publications in line with industry resume guidelines. How can I achieve this without losing the core of my work?
CC: This is a very exciting (and scary) time. Rethink how you write your industry resume from “condensing” your experiences to “summarizing.” Papers and grant applications are often written, so that may help you envision your ultimate resume objective. A good summary grabs attention, outlines the overview, and tells the reader why they should care. Put that into practice for your career!
First, carefully analyze the job descriptions of the roles in the industry you are applying for. Identify the key skills, experience and qualifications these companies are looking for. Your resume should highlight how your educational background applies to the needs of these industries.
Create a strong headline: Place this at the top of your resume and succinctly summarize your expertise and career goals. For example, “Collaborative neuroscientist with 10+ years of research leadership connecting innovation and drug discovery.” In a previous column, we discussed how to create a great headline using the language of neuroscientists. job descriptionFocus on your achievements: Instead of listing all your responsibilities, highlight your specific achievements and quantify them when possible. “Led a team of 5 researchers and 3 technicians to win a $2 million grant over 3 years” is more impactful than “Experience in laboratory management.” Be selective about your publications: Choose the most impactful and relevant ones. You could include a line like “Author of 30+ peer-reviewed publications, 5 of which as first author in high-impact journals (Nature, Cell, Science).” Provide a link to your full publication list on your LinkedIn profile, ResearchGate, PubMed, or personal website. Highlight your collaborative experience: Highlight instances where you worked on diverse teams and across disciplines. Job descriptions in almost every industry highlight teamwork, cross-functional collaboration, managing competing priorities, and good communication skills. A career in academia provides a good foundation in all of these areas, so make sure you articulate that clearly. Use relevant keywords: Include keywords from the job description directly in the body of your resume. Don’t just include them in a list at the end. This makes it easier for your resume to get past technology (applicant tracking systems) and initial screening by recruiters who are likely not scientists. Be concise: Aim for a resume of 2-4 pages. This may seem incredibly short compared to an academic CV. The goal is to generate interest and secure an interview, not to chronicle every single detail of your career.
Finally, seek feedback from industry experts and recruiters (like me!). They can provide you with valuable insights on how to further refine your application. Your research skills, analytical abilities, and innovation capabilities are invaluable in the biotech industry. All you need to do is frame your experience based on what companies value. Think of this as a summary of your career and remember to focus on its impact.
Q: I’m starting a new job in a few weeks and have a family vacation planned in two months. I don’t feel comfortable taking time off so soon, but it’s planned far in advance. What should I do?
CC: Congratulations on getting the job! It’s natural to feel nervous about taking time off so soon after starting work, but planning time off in advance is fairly common and most employers are understanding.
The key here is clear and proactive communication. Ideally, you should mention this time off during the offer negotiation stage, before you officially accept the position. This timing both shows you’re serious about the role and sets clear expectations from the start. Don’t worry if you haven’t done so yet; it’s better to bring it up now than waiting until the time off approaches.
Schedule a meeting with your new manager as soon as possible. Be open and positive and say something like, “I’m excited to have you join the team. I wanted to let you know that I have a family vacation planned from (date) to (date). I’m committed to ensuring a smooth onboarding and minimal disruption to the team. Can we brainstorm how we can best manage this?”
This approach shows you’re responsible, considerate of your team’s needs, and eager to succeed in your new role — and that you’re willing to work with your manager to create solutions.
Come to the meeting prepared with a solution. Perhaps you can arrange a “take home” onboarding session a week before your official start date to help them hit the ground running. Or offer to work overtime to catch up before or after your trip. Be open-minded and open-minded to suggestions from your manager.
Enjoy your time off and you will come back refreshed and ready to hit the ground running in your new role.
Q: I was recently promoted and now lead a team. It’s much more demanding than I expected and I’m finding it very stressful. It’s also had a major impact on my personal life, so I’m considering moving back into an individual contributor role. Is this the right decision or are there ways to make this easier?
CC: I’m sorry to hear that you’re stressed and unhappy. Transitioning into a leadership role can be difficult, but before you decide to step back, consider some strategies that might help.
Let me start by saying that it’s normal to feel stressed when stepping into a leadership role. You’re not alone in this experience, and it doesn’t mean you’re failing or unfit to lead a team. Leadership skills develop over time, and this discomfort could be a sign that you’re growing. I think there are two main skill gaps that may be at the root of your anxiety:
One of the most important, and most difficult, skills to develop as a new leader is delegation. Many new managers struggle with delegation, feeling like they need to see, approve, do, or redo everything themselves to ensure they get it “right.” But delegation not only reduces the workload, it empowers team members to grow. It also leads to mutual trust and confidence, but you must learn how to delegate effectively.
Setting clear boundaries between work and personal life is probably the second hardest skill to master. It’s important because it helps you stay sane. Clearly communicate your availability and stick to it. This might mean setting specific “off hours” where you won’t check email or take work calls.
Remember, as a leader, you set the tone for your team. By setting clear boundaries, you’re also giving your team permission to maintain a work-life balance, which will lead to greater productivity and satisfaction for your entire workforce.
Don’t be afraid to get support and training to master these two important skills. Asking for help is a sign of strength and commitment to your team, not weakness. And like I said, you set the tone. You want your team members to ask for help, rather than struggling (and potentially failing) to complete a significant part of the job.
Many organizations offer leadership development programs and mentoring opportunities. Take advantage of these resources if they already exist. If not, apply for budgets for external coaching. Additionally, connect with other leaders within your organization or industry to share their experiences and advice.
Make time to learn. Leadership skills are developed through knowledge, practice, and mentorship. What feels overwhelming now may become more manageable as you gain experience. But even after your best efforts, there’s no shame in admitting that leadership just isn’t right for you. Many successful careers are built on individual contributions, not management roles.
