After some conversations with a trainee, I've recognized at least 7 "academic phenotypes" based on underlying core professional goals.

A thread, aimed primarily at junior researchers learning to navigate the academic world.

Take-home: know your phenotype, know your superiors'.

Phenotype -> core goal:

Politician -> power
Performer -> fame/pubs
Pragmatist -> things that work
Inquirer -> knowledge/insight
Idealist -> a better world
Epicurean -> pleasure/time off
Humanist -> relationship

We are all each of these to some extent. But more some than others.

Step 1: Recognize your (actual & ideal) phenotype by asking yourself which goals you would sacrifice for others.

Ex.: would you delay promotion to achieve an ideal?

Be honest w yourself about which phenotypes you (a) are, (b) want to be.

(PS All phenotypes prioritize family.)

Step 2: Look at your mentors/bosses (real and potential), ask yourself what their phenotypes are.

You can get (imperfect) insight from a CV.
Dean -> politician
Prolific writer -> performer
Pet projects? -> idealist
Coding packages? -> pragmatist
Lots of trainees -> humanist
etc

Step 3: Align yourself with superiors who exemplify your ideal phenotypes.

Like it or not, you will take on some habits of your mentors/bosses. No mentor is perfect, but if you work closely w those who approach your ideal, you'll be a better person (and future mentor) for it.

Step 4: When Step 3 isn't possible, align yourself w/ superiors who share your real phenotypes.

You will work best with (and understand) those who share your values. Ex.: if you want to publish but your boss likes to take time off (or vice versa), you'll be frustrated.

Step 5: Interact w/ superiors as their phenotype, not yours.

If you must work w/ different phenotypes (and you must), recognize it. Ex: Don't interact w/ a politician hoping they will be your friend - you will be disappointed. Help them achieve power, and they will reward you.

Step 6: When you are a mentor yourself, recognize your trainees' phenotypes.

Help your trainees become who they want to be, not who you want them to be. Ex: if you are an inquirer but your trainee is a pragmatist, help them find "engineering" rather than "pure science" projects.

To summarize:
- Know your (real & ideal) phenotypes.
- Work w/ people who represent your ideal phenotypes 1st, real phenotypes 2nd.
- When working w/ people who are neither, treat them as who they are, not as who you want them to be.
- Model this when you are a mentor yourself.