Janet N. Ahn, PhD

People get intimidated when they hear "deep thinking". I personally see it as "allowing yourself go down rabbit holes". It's exploring the research problem and all the connected work so you have depth. The true test of deep thinking is how well someone can answer probing questions on the spot—superficial research often falls short under this scrutiny. There's no short-cut to gain expertise.

The board is a different type of audience. They are senior leaders who are less embedded in the day to day (compared to the executive leadership team). So as much as they need clarity in understanding the data, they are also interested in hearing about the "why" behind the data. What is the story? What is the context? I also found leveraging the board for their expertise (e.g., providing a wider lens in the competitive market, experience in other industries/sectors) really helped for a smoother, engaging conversation.

Research can be draining because the process is endless. There's always something new to read, a lot to learn, people to connect with, etc. One way to maintain productivity while avoiding burnout is staying connected to the purpose of the research. The goal of your research is to solve a problem or close the gap on something you care about (hopefully). If you stay connected to that end goal (e.g., the end user the problem solves for) it helps humanize the process and keeps you intrinsically motivated.

Days before presenting the keynote address for a large group of high-level executives, I invited a few people to help me practice and provide feedback. My manager provided the most memorable comment: "Don't waste your words." He asked me to keep the audience in mind - high-functioning execs - who don't need me to repeat points. And, given this is the keynote everyone has been waiting for, consider and plan exactly what experience, idea I want to portray from beginning to end and not to lose a beat. It helped me plan the delivery in a much more concise and impactful way.

My German PhD mentor once watched me present at a conference and commented: "You drove that data as if it was a Volkswagen when it was a Mercedes." Putting aside judgments about car brands, the point he was trying to make: There was more passion and enthusiasm I could have brought because the substance/content of the presentation deserved it.

Before I transitioned into a new industry, I freelanced and took a few consulting projects. I was able to get my feet wet, got to understand the terrain a bit more before completely jumping ship. The key is having significant enough experience so you have skills to transfer (somewhat) seamlessly and differentiated experiences so you know this is where you want to go. Where possible, think like an "intern" and trial so you feel confident in your decision and you can add immediate value when you land your new role.