PhDs who’ve chosen an academic research career often expect that, after the gauntlet of training, holding a faculty position will allow them to focus on doing great research.

And this is true to the extent that great research is the centerpiece of the role. Yet, with so many other responsibilities, focus gets divided such that much less time is spent “doing” the great research compared to those grad school and postdoc days. In fact, the metrics by which organizations define success in a research faculty position go far beyond doing great research, necessitating this divided focus.

What’s more, some of these metrics for success are not captured in tenure guidelines, and even the best mentors might have difficulty conveying what makes for success outside of their own lived experience. Often, no one teaches new faculty how to navigate department politics, when to say no (or yes), or why some brilliant researchers stall while others thrive. If you’ve ever felt like you’re supposed to just know these things, you’re not alone.

Here’s what they don’t teach you during your research training—and how to tackle it.

1. You have to be the architect of your trajectory

No one will tell you what to prioritize. It’s up to you to define your vision and craft long- and short-term goals aligned with that vision. And, these will need to overlap with your employer’s expectations around fundability, visibility, impact, or other perceived value of the work.

How to tackle it: To navigate this expectation, create a process to regularly evaluate your vision, goals, and progress. Define metrics that combine your definition of success with your organization’s expectations. Use your vision, goals, and metrics to guide your priorities and help you decide whether new opportunities advance those priorities.

2. You’re expected to be a “good citizen” without much guidance on what this means

Institutional service commonly appears in tenure guidelines, but there’s often an unwritten expectation of being a “good citizen” or “collegial”—concepts that are wholly undefined. What and how much counts for service or good citizenship are vague, yet the consequences of neglecting these requirements are clear. What’s more, these efforts disproportionately fall on women and individuals from historically marginalized backgrounds.

How to tackle it:

• Get clear on what counts. Speak to your chair and/or past P&T committee members about what counts as service and citizenship.
• Negotiate credit. Be intentional about what you take on, and negotiate to make it count: “I’m happy to organize the speaker series and I’d like to list it as formal leadership in my tenure file.”
• Track everything. At tenure time, no one, including you, will remember all those extra meetings you attended. Keep a record.

(Also consider setting boundaries on what you agree to; see our post The Art of Saying No in academia.)

3. Internal politics: Invisible but important undercurrents

Departmental and institutional dynamics influence funding decisions, committee assignments, space allocations, and even how your contributions are perceived.

How to tackle it:

• Who you know matters as much as what you know. Understand who makes decisions, what they care about, and how to work effectively within that structure. Pay attention in meetings and learn the unofficial chain of influence.

• Gossip is currency. That offhand comment in a faculty meeting? The venting session in the hallway? Assume it will get back to someone. Stay professional, stay neutral, and avoid saying anything about a colleague you wouldn’t say to their face.

4. The myth of the “perfect” academic

Social media makes it look like everyone else is publishing effortlessly, landing huge grants, and mentoring students while also running marathons and baking sourdough. Meanwhile, you’re drowning in emails, wondering why you can’t keep up.

Here’s the truth: No one has it all figured out.

That professor who has worked 90 hours a week for years? They may have traded off all of their hobbies and personal relationships. Burnout is not a badge of honor. Sustainability is the real key to success.

How to tackle it:

• Block time for deep work (and treat it as sacred). No meetings or emails during writing hours. Time to read and think about problems.

• Automate or delegate the small stuff. Can a TA handle grading? Can you reuse lecture slides? Is that committee really necessary?

• Know when to stop. Research expands to fill the time you give it. Set a hard cutoff for the day—your brain (and your relationships) will thank you.

(Read more about navigating the burden of academia here)

The Bottom Line: You Can Learn the Hidden Curriculum

Almost no one enters academia knowing all the rules. Be situationally aware, ask questions, and seek support.

Now it’s your turn: what’s the most surprising unwritten rule you’ve discovered in academia? Let us know!