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"The choices I made pretty much mirrored my growth as a scientist."

"I figure if I can't choose the types of projects and research I want to tackle now, I never will be able to."

People sometimes overestimate the extent to which the conventional assumptions apply. Often, for example, managers assume they are more qualified than they really are to judge their employees' performance.

"You need to manage your laboratory the same way you do your science: boldly but methodically, with the right balance of purposefulness and opportunism."

Writing an effective research plan is tricky—and important.

"You have to think long and hard about what you need--not just what you want, but what you cannot do without."

Despite the geeky stereotypes, some of us scientists are interesting and--dare we say it?--sexy in our own peculiar way.

An organization that is working at full capacity lacks time for reflection and resources with which to adapt to change.

Biotech sales forces are small, elite, experienced, and capable of running a total business. Many start right after college with major pharmaceutical companies, which hire thousands of salespeople annually.

"I have to say that everyone I worked with treated me with respect and was more than willing to help if I ran into a problem or listen to any ideas I had. I could not have asked for a better adviser than Ken Creager. He was helpful, supportive, resourceful, and just in general an all around nice guy."

The Rand report concludes that, although adequate data and accurate assessments of labor market conditions are important for many different parties, early career and prospective scientists are especially vulnerable.

The Internet and ubiquitous video are changing how science is done.