Realistic Advice for the New Geologist
Michael J. T. Orobona, CPG-11099
The annual student issue of The Professional Geologist is an opportu- nity for any experienced AIPG member to write his/her personal vision of a commencement speech. Such advice at graduation may focus on the bright future ahead, the venerable profession we share, or being true to your passion. I will instead list the extracurricular les- sons I wish I had learned before embark- ing on my own journey below the surface of the Earth.
Geology is special…to you.
Every paid occupation celebrates its vital contribution to society, some to nearly mythical status. As a small fra- ternity, geologists do not have the enor- mous public advertising capacity of the trades, nor typically the first-person con- tact and regular, direct demonstration of expertise afforded medical doctors, lawyers, clergy, or other professionals. Building mutually respectful, individual relationships with colleagues from other professions is a key to demonstrating the societal or business value of our profession and navigating a successful career in a world that largely doesn’t know geologists.
Acquaintances outside the profes- sion sometimes ask me what I do. Not always tongue-in-cheek, I answer that “I write e-mails, make phone calls, and host meetings.” For the management track that is no less “doing geology” than describing a rock or balancing a cross section, but the administrative aspects aren’t for everyone. It’s critical from the start of your career to periodically ask what do I want? Do you love field work? Do you want a family or to sleep in your own bed every night? If you put these questions aside in the excitement of your early career, other values will inevitably come into conflict with your livelihood. It’s ok to want it all, but that means planning for it.
If you’re looking for a stable career in a fluctuating job market, building upon entry-level skills is critical. Twenty- five, one-year experiences is not the same thing as 25 years of experience.
Multiple short-term placements under the umbrella of a single temporary employment agency won’t hide that. Five years of increasing responsibility with a single organization is likely worth more to a potential employer than two decades of repeated tasks, even in a variety of geo- logic terranes. A high-performing geolo- gist quickly learns to apply fundamental skills in any environment. There is room for the journeyman geologist, and for many people it is a rewarding career. But that person may become removed from the decision-making process, deprived of the opportunity to see conceptual ideas through to successful assessment.
Don’t expect to be in management immediately, or even in a senior techni- cal role. Industry boom times may tem- porarily allow accelerated promotion, but those who prove to be incompetent in their roles are the first to be swept away in the inevitable downturn. There is a time for lateral advancement, but I’ve had once-removed employees leave good learning roles for the promise of a small raise or a flashy-sounding title. Also, be aware of relative terminology; Vice President at some firms or small companies may imply less experience than Project Geologist elsewhere.
But the baton of leadership is in your backpack, if you choose to take it. Authority is given to those who ask for it and are willing to leave the comfortable role of familiar tasks. The wider perspec- tive and extended lead-time of projects mean that job gratification may occur differently and less frequently than for early-career, task-oriented roles, but a managing role potentially can be more deeply satisfying. And, leadership roles have higher earning power due to increased complexity and the inherent instability. However, it may be difficult transitioning back to a field-oriented role. Time (as familiar technologies change) or simple external perception can limit the manager’s options for returning to a technical role. What do you want? Remember to maintain your technical knowledge to maximize your options.
If you do become a boss, you’ll notice subordinates are suddenly attentive to every word you say. Don’t fall into the trap that you are automatically more knowledgeable about the subject matter or a better geologist. Remember, leader- ship is largely a lifestyle choice and is not always paired with the requisite talent or experience. Good supervisors sur- round themselves with subject-matter experts. Therefore, your fresh insight is very valuable. Your ideas can influence the decisions of your supervisor, if those ideas are communicated well and backed by good science.
A new geologist isn’t expected to be a Professor of English out of school, but developing a talent for concise, impactful writing is fundamental to disseminating your ideas and to career advancement. Clear writing sometimes is overlooked in the sciences. Geologists particularly love big words, where plain language might broaden their audience.
Throughout your career you will be faced with changing technology, whether applied personally or by the people you manage. Just as you shouldn’t dis- card the effective methods of the past, don’t stagnate intellectually. Dogged application of the slide rule isn’t what advanced the profession of our colleague the engineer. You don’t need to know the intimate details of every new tool that enters your general field of specializa- tion, excluding those that you utilize in your own role, but it’s valuable to understand their potential risks and benefits at a broad level. Continued learning will assist you in choosing best practices among tried methodologies and new technology. Typically, solutions are a combination of the two. Postgraduate courses or seminars also help bridge the recently widening knowledge gap result- ing from diluted, nontraditional earth systems degrees.
Technology shouldn’t be a crutch for intellectual laziness and displace critical thinking in the field, so remem- ber to apply your geologic sense. Too often, for example, complexly-embayed or rib-like outcrops are represented
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