Operations & Workflow Management |
We’ve all been there, standing in front of the wildfire called work, wondering how to tackle it. Many research administrators stand before the fire of reactive accounting; but can you change worlds without burning down the house? Yes. It takes time, but you can plan for tomorrow’s fire, today.
All over our community, we are referred to as firefighters. We move from one firefight to another, and this tends to be the norm for many research administrators (RAs). Is it possible to move from being completely reactive to proactively planning and forecasting for your portfolios? Yes! Is it going to happen overnight? No, it will take some planning and time. Once you reach the proactive and forecasting side, things will flow more smoothly. Don't get discouraged, you’ll still have fires; they're inevitable in our world as RAs. Nevertheless, a proactive management style will help minimize the flames. They become more manageable—like prescribed burns in the forests, specifically designed to help prevent uncontrolled wildfires.
Just remember that learning to be proactive takes time.
The first step to being proactive is transparency with your principal investigators (PIs), which provides a good working relationship and reinforces the team mentality. Everyone appreciates transparency, even if it’s not recognized right away. Some of my PIs used to tell me to “make the magic happen.” In some cases, the PIs learned the why behind what RAs do—that we are there to help, not hinder. Yet, for some, it was still “magic.” Through open communication, Ras can help their teams accomplish what they ask for and keep their research moving forward. Ultimately, transparency provides a way to understand and predict when things are going to have a significant impact on the project. This way, you won't be blindsided by an overpaid due to an incomplete separation, or the occurrence of unapproved travel. Currently, these are the daily fires present in the profession, but they can be reduced with communication and transparency.
The next step towards mastering proactivity is meeting with the PI; this is the key to success in managing their portfolio and fostering trust. In collaboration with the PI, specifics regarding these meetings should be discussed beforehand. Are these meetings to be monthly, quarterly, or every semester? Are these to be virtual or in-person? If needed, start this discussion with a brief email, or pop into their office for a quick chat to establish clear expectations. Then comes the actual meeting prep: ensure that you understand their portfolio, the PI’s needs/wants, preferred communication style for both sides, and if there are any limitations or potential conflicts, e.g. travel or upcoming leave.
Next: make sure you understand their portfolio and the deliverables for each project. Have you asked about their specific research and their goals to better recognize their potential needs? It’s vital to ensure completion of the deliverables and research while supporting their portfolio lifecycle. For example, what are their equipment or supply necessities? How many years or semesters of support does each student require? Getting a grasp of wants/needs can help lay the foundation for success, especially with future proposals. Plus, you get to learn more about their research, which I've personally always enjoyed; you never know what kind of innovative study you'll get to be a part of—not something easily replicated in your personal life. I remember when whispers of the “Internet of Things” filled the halls in one of my departments—now, it's here and living with us all daily.
And then, there’s clean-up: a constant throughout the lifecycle, especially as a firefighter RA. Remember small steps (it’s easier to feel rewarded with small wins!). Tidy up one grant/contract at a time, then move on to the PI’s portfolios in kind. Forecasting is next. Aim small at first: anticipate the objective facts that will impact the next month, then the next two-to-six months, and so on and so forth if possible. An example that comes to mind: Once, I was asked to redistribute a researcher’s salary from one project to several other projects. I paused to see how this request would affect the other projects receiving the expenses. In this case, four of the six projects were going to be negatively impacted, drawing them into a deficit. Additionally, two projects were closing two months later. This was the cycle of reactive accounting repeating itself. By redoing the math, I prevented four prospective fires I would have had to fight and extinguish later. Yes, it took more time in the moment, but it saved me from many a future headache. Using this type of mindset, small resolutions can help you overcome the tendency to be reactive, shifting your account management style to a more proactive model. This leads to stronger accountability for forecasting.
In our line of work, things are never stagnant. Once you adopt a proactive management style, the fires occur less frequently, and can be controlled or extinguished with ease. Being thoughtfully prepared means being able to better assist your PIs with their research, provide stronger support to their teams, and reduce stress.
Remember: small improvements, whether they’re daily, weekly, or monthly, can lead to significant long-term change and create a more meaningful impact on everything that you do.