Keynote talk “Academic kindness”

What an amazing day at our Department Retreat!
I was so happy when our Head of Department, Matthew Francis, asked me to talk about academic kindness this year.

I love talking about academic kindness because it is so important to me. I believe the best way to discuss a personal and sensitive topic like this is to open up and be vulnerable. I wanted to be clear from the start that this isn’t about prescribing behavior – academic kindness can be lived very differently and is a personal decision. So, I decided to share my own experiences, both positive and negative, and how they affected my wellbeing, performance, and creativity.

Before our session (here’s us just before we began), Annika from HR set the stage by recapping last year’s retreat centered around trust and respect. With over 100 people in our department, I knew this approach wouldn’t resonate with everyone, but my hope was to make kindness more visible and get it on everyone’s radar. This was the first time I took such a strong position in a public setting – it was scary, but definitely worth it.

I wrapped up by inviting everyone to reflect:

• What does academic kindness mean to you?

• How would you like your team to show it?

• What can you do?

I was overwhelmed by a wave of positive feedback. Our department has people who are willing to work together on this, and it’s incredibly motivating to see such support. I don’t expect to change academia overnight, but I’m doing my part to promote kindness in science. If you feel the same, let’s connect!

Academic Kindness in Action

There are moments in academic life that go beyond data, deadlines, and experiments—moments that remind us why we do what we do, and who we do it with. Today was one of those moments.

One of our Bachelor students had his final presentation, marking the end of his thesis work—an important milestone in any academic journey. What made this day special wasn't just his excellent presentation, but the fact that every single member of our lab team came to support him.

This might not sound extraordinary at first, but when you consider everything that was happening at the same time, it becomes truly meaningful. Experiments needed to be run. We’re in the middle of a very busy phase in the lab. One of our Erasmus students had officially finished her stay on Monday—yet she was still in Umeå and chose to come back just to be there. Another Bachelor student had her final thesis due today—and still made time to show up.

That level of support and presence is something I deeply value. When I heard last week that the whole team had planned to attend, it genuinely made my day.

These small, quiet gestures—showing up, clapping, offering a few words of encouragement—are what I think of when I talk about academic kindness. It’s not always grand or loud, but it matters. It builds trust, connection, and a culture where people feel seen and supported.

Academic environments can be competitive, isolating, or overly focused on performance. But it doesn't have to be that way. We can choose to foster cultures where kindness, encouragement, and celebration are the norm. Where we don’t just work together, but we show up for each other—even, and especially, when it’s not required.

Final presentations are a big deal. They are the culmination of months of effort, growth, and learning. I believe they deserve to be celebrated. And I am more than proud that my team shares this belief.

What Is Academic Kindness—and Why Does It Matter to Me?

Academic kindness means different things to different people. For me, it’s not about being overly permissive or avoiding hard conversations. It’s about being clear, fair, and respectful. It’s about holding high standards while recognizing the humanity of the people we work with. It’s about setting boundaries and being supportive—not either/or. In short, it’s about cultivating an environment where people can thrive, not just survive.

As a principal investigator, I see kindness not as a “nice-to-have” or a personal trait, but as a deliberate practice—a leadership value that shapes how we build teams, mentor others, and conduct our science. I believe that psychological safety is essential for excellence. People do their best work when they feel safe to speak up, ask questions, challenge assumptions, and admit when they don’t know something. That kind of openness doesn’t happen by accident; it takes intention, trust, and consistency.

In our lab, we try to embody these values in practical ways. One example is our lab culture document. It outlines our shared expectations, how we communicate, and what kind of environment we’re trying to create. Every new member reads it, and more importantly, has the opportunity to suggest edits. We revisit it together regularly—not as a box-ticking exercise, but as a living agreement that evolves as we do.

When I make decisions—whether about projects, authorship, or timelines—I try to explain the “why” behind them and invite input. While the final call often rests with me, I want everyone in the lab to feel heard and respected. Leadership, to me, isn’t about having all the answers—it’s about listening carefully, making thoughtful choices, and creating space for others to contribute meaningfully.

One practice I’ve found especially helpful is stepping back when I feel frustration or anger—particularly in moments that don’t require an immediate response. Instead of reacting on impulse, I take time to reflect: Why did that upset me? What expectations weren’t met? What might the other person be experiencing? This doesn’t mean avoiding difficult conversations—it means approaching them with care. I’ll often follow up with a conversation where I explain my perspective, listen actively, and focus on what we can learn or do differently moving forward. It’s not always easy—especially on busy, high-pressure days—but I’ve found that this approach builds trust and mutual understanding over time.

Of course, things don’t always go smoothly. Mistakes happen. Misunderstandings occur. But I’m proud to work with a team that shares a commitment to honest, respectful dialogue and a culture of continuous growth.

In light of Mental Health Awareness Week (starting May 19), I’ve been reflecting more deeply on what academic kindness really looks like in day-to-day practice. It’s not about being endlessly agreeable or soft-spoken. It’s about creating a climate where people can be themselves, take intellectual risks, and feel supported through both successes and setbacks. It’s about treating each other like whole people, not just producers of data or lines on a CV.

Academic kindness is not just about being “nice”—it’s about building a system where we can all do better science, better mentoring, and better living. That’s how we grow. That’s how we lead. And that’s how we care for one another.

I’d love to hear your thoughts—what does academic kindness mean to you?

Academic Kindness and the Journey to Group Leadership

I’m still in Graz for a little longer, heading back to Umeå tomorrow — but I’m already feeling so grateful and full of energy after these past two days.

These were the first events I was invited to as a speaker/panel member, and that honestly means a lot to me. Huge thanks to Johanna Stadlbauer from the PostDoc Office for the trust, the warm welcome, and for creating such a thoughtful and supportive space. We connected instantly, and it really made these days special.

Yesterday, I joined the PostDoc Office Annual Event as a panel member, and today I gave a workshop on the path from postdoc to group leader. I shared my thoughts on academic kindness, and also told my very real story — with rejections, failed applications, uncertainty, and all the messy parts that are often left out.

Everything was so well organized: I got a lovely goodie bag, a reserved seat, the food was amazing, and the whole team was incredibly kind and helpful.

The discussions were open, inspiring, and full of honesty — time just flew. I'm heading home tomorrow with new connections, fresh ideas, and a lot of motivation.

And it was just really lovely to be back in Graz again.

🔗 Prepare and be courageous – Tipps und Tricks für den Weg zur Gruppenleitung

🔗 Exploring Collegiality – Good Leadership and Kindness in Academia

Embracing academic kindness for scientific excellence

I recently completed a fantastic and thought-provoking course: Resolving Conflicts in Research - Leadership Skills for a Harmonious Team by Leadership Sculptor. This experience has been transformative, providing me with valuable tools to handle conflicts constructively.

Conflicts are challenging and often drain the energy of the parties involved. Depending on their size, they can also affect those around them. Ignoring conflicts is not an effective approach, as they can grow bigger and bigger until the all-destruction-I-do-not-care mode is switched on. This course has taught me the importance of catching conflicts in their early phases and addressing them constructively.

In some aspects, my inner voice was right, and for other situations, I now have valuable tools to navigate them effectively. The course also covered essential negotiation skills and strategies to build high-performing teams. I firmly believe that the best performance is achieved when a positive atmosphere and support are provided.

When humans interact, there are misunderstandings, miscommunication, and conflicts. I am convinced that it is the responsibility of a group leader to not only lead by example but also have strategies on hand that make the life of our groups easier. Clear communication and respect are keys for me, personally.

For me, scientific excellence is not just about achieving great results but also about how we achieve them. I believe in leading with academic kindness, fostering a supportive and harmonious work environment where everyone feels valued and respected. A positive team dynamic is crucial for innovation and productivity. By promoting clear communication, mutual respect, and understanding, we can create an environment where everyone can thrive and contribute to our collective success.

In conclusion, this course has reinforced my belief that leadership is not just about guiding a team towards scientific excellence but also about ensuring that the journey is marked by kindness, respect, and support. I am committed to applying these principles in my leadership approach and fostering a culture of academic kindness in my team.