I haven’t had any service or teaching duties on my campus since May 2016. That ends today. I know, boo-hoo. Now I’m looking back at what sabbatical did for me and what I did for sabbatical.
Over my year of sabbatical, I planned to become comfortably proficient with data manipulation and analysis with R. I’m getting there. (I was doing a lot more over sabbatical of course, but this was one of my main objectives.) I figure it’ll take at least a few more manuscripts to get comfortable. As I really should be cranking out a dissertation’s worth of stuff in the next year, I have plenty of opportunity to get better, and the rate limiting step for me is sorting out the code.
I just got back home from a few weeks of fieldwork in the rainforest. Most of the science I’ve done over the years has been based out of a smallish patch of land in Costa Rica: La Selva Biological Station. It’s a special place.
There’s a lot to be said for becoming intimate with just one place, to develop ideas and make discoveries that wouldn’t be made by those just passing through.
My sabbatical officially started a few days ago. I was half-expecting a kind of weight to lift. But my brain isn’t letting me have any of that.
For the last year or so, I’ve been stockpiling things “for sabbatical.” Now, I’m looking at the weight of that list.
Before I was a professor, I had heard of sabbaticals. That’s when a professor spends a year away from the university and visits a distant land to gain new skills, build new projects, and make new connections.
Then I became a professor and learned that (most) universities don’t pay for a full year of sabbatical, they only pay for one semester. They’ll let you take a year, but at half of the pay. So finding a half-year of salary from grants is needed for a full sabbatical.
Then I became eligible for a couple sabbaticals, and experienced how the travel-to-far-lands part isn’t necessarily what happens either.
Trust me, this is about science.
I’m working from home today. I saw my kid off on his carpool, and my spouse off to work. And I thought, I’m going to make myself a nice breakfast.
I got out a poblano, and some cheese and cilantro:
Teaching has some perennial questions: How do you engage students? How do you make a classroom run smoothly? How does mutual respect make a better working environment? How does curiosity lead to learning? How do you get groups of students to work together effectively? How do you design a lesson that flows conceptually and addresses key ideas?
To figure out some of these answers, in all sincerity, I suggest hanging out in the classroom of a high quality kindergarten teacher at work. My kid has had some remarkable teachers. Just interacting with them over the years on an infrequent basis, I think I’ve picked up as many tips and ideas as I have from my university-level colleagues.
Now that my sole heir is heading off to middle school, I haven’t visited kindergartens too often of late. Last week, though, was our last Open House at his elementary school, and we always make a point to cruise by our kid’s former teachers, see what’s going on in their classrooms, and to say Hi and Thanks.
Every time I have a short chat with his former Kindergarten teacher, I get a pick-me-up and often pick up ideas. She has couple decades more experience then myself — and unimaginably more contact hours. On our last visit, she was explaining the changes that she’s making as the state is shifting to new standards.
She explained to me that the students are now reading more nonfiction in her class. She is doing some of the assignments that she used from previous years, but in addition she is requiring the students to do non-fiction reading and assignments prior to their fictional projects. For example, before writing a fictional story about a particular animal, they would read non-fiction about that animal and do a report on what they learned. Then they’d do a fictional story about these animals.
She told me that she’s always learning something new. In this case, she learned that the quality of the fictional projects was improved by the prior experience with the nonfictional projects. More knowledge led to more creativity. That’s pretty cool.
What I liked about this little story even more is that it comes from the most-experienced amazingly perfect-as-far-as-I-can-tell teacher, who tells me new things that she’s learning about teaching.
I imagine that the reason she is such a a good teacher, is because she always has been working to improve, and no matter how good she is, she still is both open to and working at learning new ways to do things better. At the end of what has felt like a long semester, that’s inspirational.
I’m at a different place on the improvement curve, as I’m well aware of far too many things that I need to improve in my teaching. But I’ve been thinking, well, maybe I have the routine down solid enough for now. Watching great teachers at work puts me on notice: I should be wary whenever I feel that equilibrium can emerge from stasis. This is another sign I should take that overdue sabbatical.
This post is about a revoked job offer at a teaching institution that was in the news, and is also about how to negotiate for a job. I’ve written about negotiation priorities before, but this missive is about how to discuss those priorities with your negotiating partner.
Part A: That rescinded offer in the news
Last week, a story of outrage made the rounds. The capsule version is this: A philosopher is offered a job at a small teaching school. She tries to negotiate for the job. She then gets immediately punished for negotiating, by having the offer rescinded.
This story first broke on a philosophy blog, then into Inside Higher Ed, and some more mainstream media, if that’s what Jezebel is. There are a variety of other posts on the topic including this, and another by Cedar Reiner.
Some have expressed massive shock and appall. However, after reading the correspondence that caused the Dean to rescind the job offer, I’m not surprised at all. After initial conversations, the candidate wrote to the Dean:
As you know, I am very enthusiastic about the possibility of coming to Nazareth. Granting some of the following provisions would make my decision easier.
1) An increase of my starting salary to $65,000, which is more in line with what assistant professors in philosophy have been getting in the last few years.
2) An official semester of maternity leave.
3) A pre-tenure sabbatical at some point during the bottom half of my tenure clock.
4) No more than three new class preps per year for the first three years.
5) A start date of academic year 2015 so I can complete my postdoc.
I know that some of these might be easier to grant than others. Let me know what you think.
Here is what the Dean thought, in her words:
Thank you for your email. The search committee discussed your provisions. They were also reviewed by the Dean and the VPAA. It was determined that on the whole these provisions indicate an interest in teaching at a research university and not at a college, like ours, that is both teaching and student centered. Thus, the institution has decided to withdraw its offer of employment to you.
Thank you very much for your interest in Nazareth College. We wish you the best in finding a suitable position.
There has been a suggestion of a gendered aspect. That viewpoint is expressed well here, among other places. (There doesn’t seem to be a pay equity problem on this campus, by the way.) I wholly get the fact that aggressive negotiation has been seen as a positive trait for men and a negative trait for women. I think it is possible that gender played a role, but in my view, the explanation offered by the Dean is the most parsimonious one. (Now, my opinion will be dismissed by some because of my privilege as a tenured white dude. Oh well.) Given the information that we’ve been provided, and interpreted in light of my experiences at a variety of teaching campuses, I find the “fit” explanation credible, even if it’s not what I would have done.
A job offer is a job offer, and once an offer is made the employer should stand behind the offer. Then again, if some highly extraordinary events unfold before an agreement is reached, the institution can rescind the job offer. In this circumstance, is the candidate’s email highly extraordinary?
Did this start at “negotiation” communicate so many horrible things about the candidate that the institution should have pulled its offer? The Dean’s answer to that question was, obviously, “Yes.”
I would have answered “no.” Many others have done the yeoman’s blog work of explaining exactly how and and why that was the wrong answer to the question. I’m more interested in attempting to crawl inside the minds of the Dean and the Department that withdrew the offer. What were they thinking?
The blog that first broke this story called these items “fairly standard ‘deal-sweeteners.’” I disagree. If I try to place myself in the shoes of the Dean and the Department, then this is how I think I might have read that request:
I am not sure if I really want this position. If you are willing to stretch your budget more than you have for any other job candidate in the history of the college, then I might decide to take the job, because accepting it is not an easy decision.
1) I realize that your initial salary offer was about what Assistant Professors make at your institution, but I want to earn 20% more, as much as your Associate Professors, because that’s what new faculty starting at research universities get.
2) I’d know that 6 months of parental leave is unofficial policy and standard practice, but I want it in writing.
3) I’d like you to hire adjuncts for an extra sabbatical before I come up for tenure. By then I’m sure I’ll need a break from teaching, even though everybody else waits until after tenure to take a sabbatical.
4) Before I take this special extra sabbatical, I want an easier teaching schedule than everybody else in my department.
5) I want to stay in my postdoc for an extra year, because I’d rather do more research somewhere else than teach for you. I realize that you advertised the position to fill teaching needs, but you can hire an adjunct.
While some of these requests are the kind that I’d expect to be fulfilled by a research institution, I’m hoping that you are able to treat me like a professor from a research institution. Now that you’ve offered me this teaching job, I want my teaching obligations to be as minimal as possible. Let me know what you think.
And the Dean did exactly that: she let her know what she thought. I’m not really joking: that’s really how I think it could be seen, inside the context of a teaching- and student-centered institution.
Here is a more unvarnished version of what I imagine the Dean was thinking:
Holy moly! Who do you think we are? Don’t you realize that we want to hire you to teach? I didn’t pull the salary out of thin air, and it was aligned with what other new Assistant Professors earn here. And if you want to teach here, why the heck do you want to stay in your postdoc which presumably pays less money? If you wanted to stay in your for 18 months earning a postdoc salary, instead of coming to teach for us at a faculty-level salary, then why would you even want this job at all? Also, didn’t you realize that we advertised for the position to start this year because we need someone to teach classes in September? If you have such crazy expectations now, then I can only imagine what a pain in the butt you might be for us after you get tenure. I think it’s best if we dodge this bullet and you can try to not teach at a different university. We’re looking for someone who’s excited about teaching our students, and not as excited about finding ways to avoid interacting with them.
The fact remains that the candidate is actually seeking a teaching-centered position. However, she definitely was requesting things that an informed candidate would only ask from a research institution. I don’t think that she necessarily erred in making oversized requests, but her oversized requests were for the wrong things. They are focused on research, and not on teaching. While it might be possible that all of those requests were designed to improve the quality of instruction and the opportunities to mentor students, it clearly didn’t read that way to the Dean. We know it didn’t read that way, because the Dean clearly wrote that she thought the candidate was focused too heavily away from teaching and students. I’m not sure if that’s true, but based on the email, that perspective makes a heckvualotta sense to me.
I’d would be more inclined to chalk the unwise requests to some very poor advice about how to negotiate. I’d would have given the candidate a call and try to figure out her reasons, and if the answers were student-centered, then I’d continue the negotiation. But I can see how a reasonable Dean, Department, and Vice President of Academic Affairs could read that email and decide that the candidate was just too risky.
New tenure-track faculty hires often evolve into permanent commitments. You need to make the most of your pick. Hiring a dud is a huge loss, and it pays to be risk averse. If someone reveals that they might be a dud during the hiring process, the wise course of action is to pick someone who shows a lower probability of being a dud. However, once an offer is made, the interview is over.
But according to Nazareth College, this candidate showed her hand as a total dud, and a massive misfit for institutional priorities. Though I wouldn’t have done it, I have a hard time faulting them for pulling the offer. If they proceeded any further, they would have taken the chance that they’d wind up with an enthusiastic researcher who would have been avoiding students at every opportunity. Someone who might want to bail as soon as starting. Or maybe someone who got a better job while on the postdoc and not show up the next year. The department only has four tenure-track faculty, and would probably like to see as many courses taught by tenure-line faculty as possible.
Having worked in a few small ponds like Nazareth, I don’t see the outrageousness of these events. We really have no idea, though, because there is a lot of missing context. But we know that the Dean ran this set of pie-in-the-sky requests by the Department and her boss. They talked about it and made sure that they weren’t going to get into (legal) hot water and also made sure that they actually wanted to dump this candidate. It’s a good bet that the Department got this email and said, “Pull up, pull up! Abort!” They may have thought, “If we actually are lucky enough to fill another tenure-track line, we don’t want to waste it on someone who only wants to teach three preps before taking a pre-tenure sabbatical while we cover their courses.” I don’t know what they were thinking, of course, but this seems possible.
Karen Kelsky pointed out that offers are rescinded more often at “less prestigious institutions.” She’s definitely on to something. Less prestigious institutions have more weighty teaching loads and fewer resources for research (regardless of the cost of tuition). These are the kinds of institutions that are most likely to find faculty job candidates who are wholly unprepared for the realities of life on the job.
When an offer gets pulled, I imagine it’s because the institution sees that they’ve got a pezzonovante on their hands and they get out while they still can.
At teaching institutions, nobody wants a faculty member who shies away from the primary job responsibility: teaching.
In a research institution, how would the Dean and the Department feel if a job candidate asked the Dean for reduced research productivity expectations and a higher teaching load for the first few years? Wouldn’t that freak the Department out and show that they didn’t get a person passionate for research? Wouldn’t the Dean rethink that job offer? Why should it be any different for someone wanting to duck teaching at a teaching institution?
I don’t know what happened on the job interview, but that email from the candidate to the Dean is a huge red flag word embroidered with script that reads: “I don’t want to teach” and “I expect you to give me resources just like a research university would.” Of course everybody benefits when new faculty members get reassigned time to stabilize. But these requests were not just over the top, they were in orbit.
If I were the Dean at a teaching campus, what kinds of things would I want to see from my humanities job candidates? How about a guarantee for the chance to teach a specialty course? Funds to attend special conferences and funds to hire students as research assistants. Someone wanting to start early so that they could start curriculum development. Someone wanting a summer stipend to do research outside the academic year?
Here’s the other big problem I have with the narrative that has dogpaddled around this story. It’s claimed that the job offer was rescinded because she wanted to negotiate. But that’s not the case. The job candidate was not even negotiating.
Part B: What exactly is negotiation and how do you do it with a teaching institution?
A negotiation is a discussion of give and take. You do this for me, I do this for you. You give me the whip, and I’ll throw you the idol.
In the pulled offer at Nazareth College, the job candidate was attempting to “negotiate” like Satipo (the dude with the whip), but from other side of the gap.
What the Dean received from the candidate wasn’t even a start to a negotiation. It was, “Here is everything I want from you, how much can you give to me?” That is not a negotiation. A negotiation says, “Here are some things I’m interested in from you. If you give me these things, this is what I have to offer.”
How should this candidate have started the negotiation? Well, actually, the email should have been a request to schedule a phone conversation. What should the content of that conversation have been? How could the candidate have broached the huge requests (pre-tenure sabbatical, starting in 18 months, very few preps, huge salary)? By acknowledging that by providing these huge requests, huge output would come back.
“Once I get a contract for my second book, could you give me a pre-tenure sabbatical to write this book?”
“I’m concerned I won’t be able balance my schedule if I have too many preps early on. If you can keep my preps down to three per year, I’ll be more confident in my teaching quality and I should be able to continue writing manuscripts at the same time.”
“Right now, I am working on this exciting project during my postdoc, which is funded for another year. If it’s possible for me to arrive on campus after I finish my postdoc, this work will really help me create an innovative curriculum for [a course I will be teaching]. During this postdoc, I’d be glad to host some students from the college for internships and help them build career connections.” Of course, it’s very rare a teaching institution wants to wait a whole extra year. They want someone to teach, after all! It couldn’t hurt much to ask, if you phrase it like this, verbally.
“After running the numbers, I see that a salary of $65,000 is standard on the market for new faculty at sister institutions. But from what I’ve seen from the salary survey, this is well above the median salary for incoming faculty. If you can find the funds to bring me in at this salary, I’m okay if you trim back moving expenses. Being paid at current market rate in my field is important to me, and if you let me know what level of performance is tied to that level of compensation, I’ll deliver.”
By no means am I a negotiation pro. What I do know comes mostly from the classic book, “Getting to Yes.” The main point of this book is that “positional negotiation” is less likely to be successful. This approach involves opposite sides taking extreme positions and then finding a middle ground. Just like asking for a huge salary, and lots of reassigned time and easy teaching.
Getting to Yes explains how to do “principled negotiation.” In this case, you have a true negotiating partner in which you understand and respect one another’s interests. So, instead of haggling over salary like buying a used piece of furniture at a swap meet, you discuss the basis for the salary and what each of you will get out of it.
If you are asking for a reduced teaching load, then you explain what you will deliver with this reduced teaching load (higher quality teaching and more scholarship), and what the consequences will be if you don’t get it (potential struggle while teaching and fear that you won’t have time to do scholarship). And so on. The quotes I suggested above are what you’d expect to see in a principled negotiation. The book is a bit long but there are some critical ideas in there, and I’m really glad I read it before I negotiated my current position. When it was done, both I and the Dean thought we won, and we reached a fair agreement.
If you are in the position of receiving an academic job offer, negotiating for the best starting position is critical. You don’t have to be afraid of having the offer withdrawn as long as you’re negotiating in good faith. That mean you communicate an understanding the constraints and interests of your negotiating partner. And being sure that when you are ask for something, your reason is designed to fulfill the interests of your partner as much as yourself. So, asking for a bunch of different ways to get out of teaching responsibilities is a non-starter when your main job responsibility is teaching.
It’s not only acceptable to negotiate when you are starting an academic job, it’s expected. The worst lesson to take from this incident is Nazareth is that there is peril in negotiation. I suggest that the lesson is that you must negotiate. And, keep in mind that negotiation is a conversation and a partnership towards a common goal. Even when it comes to money, there is a common goal: You want to be paid enough that you’ll be happy and stay, and they want you to be paid enough that you’ll stay.
You won’t have anybody pull a job offer from you if you’re genuinely negotiating. It’s okay to ask for things that your negotiating partner can’t, or may not want to, deliver. However, what you ask for should reflect what you really truly want, and at the moment you’re asking, provide a clear rationale, so that you appear reasonable. If you’re interviewing for jobs, then I recommend picking up a copy of Getting to Yes.