It is a truism that best performance is versed in the skills of accessing and characterizing bio- given by individuals under modest stress. Among the logical diversity, and hence effective cooperation universities and research institutes of Southern Europe between biologists and chemists, which has not always are some of the best in the world and are home to some been straightforward. A further reason has been the of the most talented scholars.
Stu- collaborative structures and networks for this purpose. Thus: a key requirement — enthusiastic, dynamic, especially those based on natural products or created well-trained young scientists in abundance is satisfied.
Moreover, this high level of expertise relates to different types of biodiversity in the New chemicals are desperately needed different countries, thus providing, on one hand, collec- Whereas innovation and novelty of products often lead tive expertise in a wide range of biodiversity and, on the to creation of new markets, so the generation of new other hand, the basis for different trajectories of speciali- business opportunities depends significantly upon dis- zation in distinct classes of chemicals and applications.
And finally, all countries have multiple inexorably eroding their efficacy. Bacterial resistance to culture collections and impressive expertise in the clas- antibiotics, parasite resistance to antimalarial drugs, sification, management and archiving of biodiversity.
However, the supply of new drug candidates in generic and hence widely available. Moreover, to create successful chemical discovery programmes, commercial priorities do not always perfectly match though at present it is largely directed towards uncon- medical priorities.
Drugs desperately needed in medicine nected, divergent goals, and hence rather fragmented. However, and public : private partnerships. There is at present, with relatively modest extra funding, these unconnected however, far too little investment in drug discovery groups could be induced to combine to develop and research in public institutions to adequately respond to make available new or better screens, without being urgent needs.
There is large part of the spectrum of possible activities present in thus a unique wealth of talent in Southern Europe for the the accessed biodiversity is not detected, because rel- discovery of new chemicals, but it currently is largely evant screening is not carried out.
To recruit and coordi- untapped and cries out to be harnessed for the common nate the enormous existing potential in Southern Europe, good. These networks of decentralized centres and networks to form Pipelines for groups form the funnels of the discovery pipelines.
The New Chemicals technology platforms for chemical characterization would We propose here a concept to harness available research largely, though not exclusively, be established in national talent for the purpose of discovering and synthesizing new Core Centres, that would also act as both cooperation chemicals, of channelling them into new or better appli- catalyst, coordinator and funder of the disparate work cations, and of developing associated value chains.
The Core Centres would also create in-house Technology Transfer Units or effective alliances with The funnel-pipeline concept external Technology Transfer operations, which would The concept is that of a funnel and pipeline.
The funnel regularly evaluate IP, secure patents, seek appropriate consists of activities to collect and characterize biodiver- industrial partnerships, and manage industrial coopera- sity — particularly microbial diversity — from disparate tions and licensing agreements. The the pipeline. Chemical variants of interesting com- work they would do for the pipeline, and iii the possibility pounds are generated by chemical and biochemical modi- to obtain from the programme new tools, reagents fication, and their qualities compared with those of the including bioactives functioning on their own biological parent chemical.
New chemicals, and known chemicals study system , expertise and platform services that would with newly discovered activities, and their variants, are be extremely beneficial for their own research. Promising compounds are The Commercial Context: Industrial Partnerships, transferred to interested industries and start-ups for rapid product transfer to market, and promotion of development and commercialization.
Seeking solutions to The systematic and effective accessing of biodiversity, societal needs will thus be a major guiding principle of the and the screening of biodiversity samples for a wide Pipelines, and a major motivating factor for its members. Without this, however, a major part of needs, on the other hand. Each of the ships be supported from public funds to the extent of ca. It is vital that they to identify opportunities for new applications, and there- develop a research and development environment char- fore be motivated by both the opportunity to make new acterized by excellence and success in obtaining external discoveries and to create new value chains that contribute funding.
The Core Centres would have in-house research to the national economy. A exploitation. Hi, Thank you! I consider it a service to provide alternatives,…. You must be logged in to post a comment. Skip to content. November 5, November 11, October 26, October 27, October 22, October 23, II ] Today was one of those days. II ] September 26, September 26, Maintenance, pages under review. Chance of Perspective: CHINA Ermelinda, who had initially gotten blocked by the spam filter because her message was posted through a proxy service that is considered to bear high risk, since anonymous and recorded to often be abused for fraudulent activities, sent an interesting collection of links to YT clips and sentences you might not hear on FOX too… Read More Chance of Perspective: CHINA September 5, October 30, Emjoy the sun!
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In brief, you can find a supervisor anywhere: seminars, a class you were taught, internet search of interesting research topics, departmental pages, etc. Make sure to craft an e-mail carefully, demonstrating you have thought about their research and what you might do in their group. After finding one or several supervisors of interest, we hope that the rules bellow will help you choose the right supervisor for you.
You need to make sure that a prospective supervisor studies, or at the very least, has an interest in what you want to study. Keep in mind that the publication process can be slow, so recent publications may not necessarily reflect current research in that group.
Pay special attention to publications where the supervisor is senior author—in life sciences, their name would typically be last. This would help you construct a mental map of where the group interests are going, in addition to where they have been. Be proactive about pursuing your research interests, but also flexible: Your dream research topic might not currently be conducted in a particular group, but perhaps the supervisor is open to exploring new ideas and research avenues with you.
Lastly, any research can be made interesting, and interests change. Perhaps your favorite topic today is difficult to work with now, and you might cut your teeth on a different project.
Discussing your plans with experienced and trustworthy people is a great way to learn more about the reputation of potential supervisors, their research group dynamics, and exciting projects in your field of interest. Your current supervisor, if you have one, could be aware of position openings that are compatible with your interests and time frame and is likely to know talented supervisors with good reputations in their fields.
Professors you admire, reliable student advisors, and colleagues might also know your prospective supervisor on various professional or personal levels and could have additional insight about working with them. Listen carefully to what these trusted sources have to say, as they can provide a wealth of insider information e. A considerable portion of PhD students feel that their program does not meet original expectations [ 3 ].
One way to conduct this self-appraisal is to work in a research lab to get experiences similar to a PhD student if this is possible. Inside the lab, funding will provide chemicals and equipment required for you to do cool research.
It is also important to know if there will be sufficient funding for your potential projects to be completed. Outside the lab, you deserve to get paid a reasonable, livable stipend. What is the minimum required take-home stipend, or does that even exist at the institution you are interested in? Are there hard cutoffs for funding once your time runs out, or does the institution have support for students who take longer than anticipated? If the supervisor supplies the funding, do they end up cutting off students when funds run low, or do they have contingency plans?
Fig 1. Professional development opportunities—A key aspect of graduate school training is professional development. In some research groups, it is normal for PhD students to mentor undergraduate students or take a semester to work in industry to get more diverse experiences. Other research groups have clear links with government entities, which is helpful for going into policy or government-based research. These opportunities and others are critical for your career and next steps.
What are the career development opportunities and expectations of a potential supervisor? Is a potential supervisor happy to send students to workshops to learn new skills? Are they supportive of public outreach activities? If you are looking at joining a newer group, these sorts of questions will have to be part of the larger set of conversations about expectations.
Publications—Some PhD programs have minimum requirements for finishing a thesis i. Keep up your smile, and may God grant you wishes. Happy Birthday to the most awesome woman in the world.
I know you've been waiting for this day so long, and it finally arrived. So, let's make it a special celebration, shall we? I truly wish your dreams come true, even the smallest ones. Amazing smile, strong character, loving, respectful, and a remarkable woman. That is what you are. You know how to make something good out of a bad situation. And that is something rare. I am happy to celebrate this special day with one of the most understanding women I know.
You are humble but great. Enjoy this sweet day. Give me your hands, and I will never let you go. Your presence takes me to heaven, and I cannot describe the feeling. You are the love of my life, this wonderful woman that you only met once in your lifetime.
You have always been here to offer your support through thick and thin. And for that, I want to wish Happy Birthday to a remarkable woman. Leaders Eat Last is an effort to change this paradigm. He has a much higher purpose to his writing. Simon would like to make the world a better place for all of us. It is not an accident that Simon uses the U. These organizations have strong cultures and shared values, understand the importance of teamwork, create trust among their members, maintain focus, and, most important, understand the importance of people and relationships to their mission success.
These organizations are also in a position where the cost of failure can be catastrophic. Mission failure is not an option. Without a doubt, people enable the success of all our military services. When you are with Marines gathering to eat, you will notice that the most junior are served first and the most senior are served last. When you witness this act, you will also note that no order is given.
Marines just do it. Marine leaders are expected to eat last because the true price of leadership is the willingness to place the needs of others above your own. Great leaders truly care about those they are privileged to lead and understand that the true cost of the leadership privilege comes at the expense of self-interest.
In his previous book, Start with Why: How Great Leaders Inspire Everyone to Take Action, Simon explained that for an organization to be successful its leaders need to understand the true purpose of their organization—the Why.
In Leaders Eat Last, Simon takes us to the next level of understanding why some organizations do better than others. He does this by detailing all elements of the leadership challenge. In short, professional competence is not enough to be a good leader; good leaders must truly care about those entrusted to their care. Good management is clearly not enough to sustain any organization over the long term. As Simon points out, organizations where people share values and are valued succeed over the long term in both good and bad times.
When leaders inspire those they lead, people dream of a better future, invest time and effort in learning more, do more for their organizations and along the way become leaders themselves. A leader who takes care of their people and stays focused on the well-being of the organization can never fail. My hope is that after reading this book readers will be inspired to always eat last. Marine Corps Ret. There were no stars and there was no moon.
Just black. Worse, they knew they were being watched. Every one of them was on edge. The Taliban government had only recently fallen after taking a pounding from U. There were a lot of Special Operations Forces in the area performing missions that, to this day, are still classified. This was one of those teams and this was one of those missions. Flying over the thick clouds that night was Captain Mike Drowley, or Johnny Bravo, as he is known by his call sign or nickname.
Except for the whir of his engines, it was perfectly peaceful up there. Thousands of stars speckled the sky, and the moon lit up the top of the clouds so brightly it looked like a fresh layer of snow had fallen. It was beautiful. Johnny Bravo and his wingman were circling above in their A aircraft, waiting should they be needed below. A relatively slow-flying, single-seat armored plane designed to provide close air support for troops on the ground.
Unlike other fighter jets, it is not fast or sexy hence the nickname , but it gets the job done. Ideally, both the A pilots in the air and the troops on the ground would prefer to see each other with their eyes. Seeing the plane above, knowing someone is looking out for them, gives the troops below a greater sense of confidence.
And seeing the troops below gives the pilots a greater sense of assurance that they will be able to help if needed. But given the thick cloud cover and the mountainous terrain that night in Afghanistan, the only way either knew the other was there was through the occasional radio contact they kept. And this was enough to spur him to act. Following his gut, Johnny Bravo decided he needed to execute a weather letdown, to drop down below the clouds so he could take a look at what was happening on the ground.
It was a daring move. Johnny Bravo was not told to perform the risky maneuver. If anything, he probably would have been told to hang tight and wait until he got the call to help. But Johnny Bravo is not like most pilots. Even though he was thousands of feet above in the safe cocoon of his cockpit, he could sense the anxiety of the men below. Regardless of the dangers, he knew that performing the weather letdown was the right thing to do. And for Johnny Bravo, that meant there was no other choice.
Then, just as he was preparing to head down through the clouds into the valley, his instincts were confirmed. Three words came across the radio. It is the call that ground forces use to let others know they are under attack.
Johnny Bravo had developed a way to help him relate to the men on the ground. To feel what they feel. During every training exercise, while flying above the battlefield, he would always replay in his mind the scene from the movie Saving Private Ryan when the Allies stormed the beaches of Normandy. He would picture the ramp of a Higgins boat dropping down, the men running onto the beach into a wall of German gunfire.
The bullets whizzing past them. The pings of stray shots hitting the steel hulls of the boats. The cries of men hit. He told his wingman to hang tight above the clouds, announced his intentions to the flight controllers and the troops below and pointed his aircraft down into the darkness. As he passed through the clouds, the turbulence thrashed him and his aircraft about.
A hard push to the left. A sudden drop. A jolt to the right. Unlike the commercial jets in which we fly, the A is not designed for passenger comfort, and his plane bounced and shook hard as he passed through the layer of cloud.
Flying into the unknown with no idea what to expect, Johnny Bravo focused his attention on his instruments, trying to take in as much information as he could. His eyes moved from one dial to the next followed by a quick glance out the front window. Altitude, speed, heading, window. When he finally broke through the clouds, he was less than a thousand feet off the ground, flying in a valley. The sight that greeted him was nothing like he had ever seen before, not in training or in the movies.
There was enemy fire coming from both sides of the valley. Massive amounts of it. There was so much that the tracer fire—the streaks of light that follow the bullets—lit up the whole area. Bullets and rockets all aimed at the middle, all aimed squarely at the Special Operations Forces pinned down below.
In the avionics in the aircraft were not as sophisticated as they are today. Worse, he was flying with old Soviet maps left over from the invasion of Afghanistan in the s. But there was no way he was going to let down those troops. He knew his speed and he knew his distance from the mountains. His plane roared as he pulled back into the cloud above, his only option to avoid smacking into the mountain. His body pressed hard into his seat from the pressure of the G-forces as he set to go around again.
But there was no sound on the radio. The silence was deafening. Did the radio silence mean his shots were useless? Did it mean the guy on the radio was down? Or worse, did it mean the whole team was down? Then the call came. Good hits! Keep it coming! He took another pass, counting again to avoid hitting the mountains.
And another. He was making good hits and he had plenty of fuel; the problem now was, he was out of ammo. He pointed his plane up to the clouds to fly and meet his wingman, who was still circling above. When they popped out, both less than a thousand feet above the ground, they began their runs together. Johnny Bravo did the counting and his wingman followed his lead and laid down the fire. Two one thousand.
Three one thousand. Four one thousand. There were no American casualties. And the greatest reward he received for his service was meeting the forces for whom he provided top cover that night.
Though they had never met before, when they finally did meet, they hugged like old friends. In the linear hierarchies in which we work, we want the folks at the top to see what we did. We raise our hands for recognition and reward. For most of us, the more recognition we get for our efforts from those in charge, the more successful we think we are. It is a system that works so long as that one person who supervises us stays at the company and feels no undue pressure from above—a nearly impossible standard to maintain.
There is one thing that Johnny Bravo credits for giving him the courage to cross into the darkness of the unknown, sometimes with the knowledge that he might not come back. For all the technology he has at his disposal, empathy, Johnny Bravo says, is the single greatest asset he has to do his job.
Are they just born that way? Some perhaps are. But if the conditions in which we work meet a particular standard, every single one of us is capable of the courage and sacrifice of a Johnny Bravo. More important, in the right conditions, the people with whom we work would choose to do those things for us. And when that happens, when those kinds of bonds are formed, a strong foundation is laid for the kind of success and fulfillment that no amount of money, fame or awards can buy.
I use the military to illustrate the example because the lessons are so much more exaggerated when it is a matter of life and death. There is a pattern that exists in the organizations that achieve the greatest success, the ones that outmaneuver and outinnovate their competitors, the ones that command the greatest respect from inside and outside their organizations, the ones with the highest loyalty and lowest churn and the ability to weather nearly every storm or challenge.
These exceptional organizations all have cultures in which the leaders provide cover from above and the people on the ground look out for each other. This is the reason they are willing to push hard and take the kinds of risks they do. And the way any organization can achieve this is with empathy. On any given morning, the factory employees would stand at their machines waiting to start at the sound of the bell.
And when it rang, on cue they would flip the switches and power up the machines in front of them. Within a few seconds, the whir of the machinery drowned out the sound of their voices. The workday had begun.
About two hours into the day, another bell would ring, announcing the time the workers could take a break. The machines would stop and nearly every worker would leave their post.
Some went to the bathroom. Some went to grab another cup of coffee. And some just sat by their machines, resting until the bell told them to start work again. A few hours later, the bell would sound again, this time to let them know they were now allowed to leave the building for lunch. This was the way it had always been done.
Chapman is CEO of the equally cumbersomely named Barry-Wehmiller, a collection of predominantly manufacturing companies that Chapman had been steadily buying over the years. Most of the companies that Chapman bought were in distress. Their financials were weak and, in some cases, their cultures were worse.
HayssenSandiacre was his latest acquisition. As he did with every company he acquired, he started by sitting down to hear what employees had to say. Sitting in the room with Chapman, Campbell was hesitant to talk about what life was like at the company. It feels like someone has their thumb on me. I had to punch a time clock when I walked in and again when I left for lunch, came back and when I was done for the day.
You trust them to decide when to get a soda or a cup of coffee or take a break; you make me wait for a bell. It was like there were two different companies. If an office employee needed to call home to let their kids know they would be late, they would simply pick up the phone and call them. On the factory floor, however, if a worker needed to do the same thing, they had to ask permission to use the pay phone.
When Campbell finished, Chapman turned to the personnel leader and told him they needed to take down the time clocks. The bells were to go too. Without making any grand proclamations and without asking for anything in return from the employees, Chapman decided that things were going to be different from now on.
And that was just the start. Empathy would be injected into the company and trust would be the new standard. Preferring to see everyone as human instead of as a factory worker or office employee, Chapman made other changes so that everyone would be treated the same way. Spare machine parts had always been kept inside a locked cage. If a worker needed a part, they would have to stand in line outside the cage and ask a parts employee to get what they needed.
Workers were not allowed to go into the cage themselves. Chapman ordered all the locks removed and all the fences taken down and allowed any employee to go into the area to check out any part or tool they felt they needed. Chapman took out all the pay phones and made company phones available that any employee could use at any time.
No coins needed, no permission required. Any employee would be allowed to go through any door and visit any part of the company whenever they wanted. Every employee would be treated the same way regardless of whether they worked in the administrative offices or on the factory floor. This was going to be the new normal.
Chapman understood that to earn the trust of people, the leaders of an organization must first treat them like people. To earn trust, he must extend trust. Chapman believed in the fundamental goodness of people and he was going to treat them as such. In a short period of time, the company started to feel more like a family.
Simply by changing the environment in which people worked, the same people started acting differently toward each other.
They felt like they belonged and that enabled them to relax and feel valued. People started to care for others as they felt cared for. An employee in the paint department faced a personal crisis. His wife, a diabetic, was going to lose her leg. He needed time to help her, but as an hourly worker, he could not afford to lose any pay. But this was a different company now. Without being asked, his fellow employees quickly came up with a plan: to transfer their own paid vacation days so he could have more days off.
Nothing like this had ever been done before at the company. And so with the help of those in the administrative office, that is exactly what they did. And if an employee has a personal problem, they know the leaders of the company—and their fellow employees—will be there for them. They also looked after their machines better. This meant fewer breakdowns and fewer work stoppages which also meant expenses were kept in check. The changes were not only good for the people, they were good for the company too.
They grew without any debt and without the help of a management consultant—driven reorganization. The company grew because of the people who already worked there.
They were more committed because they wanted to be. A new culture of caring allowed the people and strategies to flourish. This is what happens when the leaders of an organization listen to the people who work there. Without coercion, pressure or force, the people naturally work together to help each other and advance the company.
Working with a sense of obligation is replaced by working with a sense of pride. And coming to work for the company is replaced by coming to work for each other.
Work is no longer a place to dread. It is a place to feel valued. It was shortly after Chapman had acquired the company. As the new CEO, no one knew who he was or paid any attention to him as he sipped a cup of coffee before his first meeting. They just went about their business as usual, waiting for the day to start.
And it was what Chapman saw while sitting in the cafeteria that March morning in that started his experiment with the company. He saw something he had never seen before in all of his years in business. It was a scene powerful enough to force him to reexamine nearly every lesson he had ever learned about how to run a company. What he did at HayssenSandiacre would become the basis for how Chapman would run his entire operation.
More important, it would transform how he managed the people who worked for him. As he sat there, Chapman watched a group of employees having their morning coffee together before work. Joking, laughing like they were old friends. But as soon as they stood up to start their day, Chapman noticed a dramatic change in their demeanor. As if on cue, their smiles were replaced with sullenness.
The laughing stopped. The camaraderie evaporated. Chapman was overcome with a feeling of despair. He had bought distressed companies like this before. He had been around their employees before.
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