Let it Go

By Michael P. Branch

When you’re an ambitious undergraduate, you work hard to earn acceptance into the best grad school you can crack. There, you labor under a range of stressors to finally complete your doctoral degree. After that epic undertaking you must gird yourself for battle in a highly competitive job market. If you succeed in landing a decent position, you hear the tenure clock ticking from day one. If the tenure gauntlet is survived you look ahead to promotion, and you fantasize that beyond that promotion exists a kind of academic’s Shangri-La, an arrival state of security, harmony, and comfort that will deliver you forever from the countless trials you have endured to reach it.


It is an open secret that many senior faculty actually have a very different experience. It must be said, immediately, that the trials of this advanced career stage are much less perilous than those that precede it. But it is precisely the fact that many senior faculty have earned relative professional security that often prevents them—out of sheer gratefulness, and out of sensitivity for the uphill battles being fought by grad students and junior faculty—from discussing the challenges specific to this career stage.

At my university, faculty have had access to merit pay only one year of the past eight. For many of those years we were also under pay cuts, furlough, or both. Programs that we spent decades building—the kind of mission-driven work that is for many of us fundamental to our sense of identity and purpose—were slashed or erased almost overnight, as the financial crisis caused an implosion of the state’s system of higher education. Having lost so much of what we worked most of our careers to build, many senior faculty have struggled to clarify their focus in the diminished thing that has been professional life in the wake of the financial collapse. Conditions are improving now, and we are hopeful for the institution and for the younger faculty who will drive its future, but so much has been lost that for many of us this transition has required a substantial reorientation to our professional identities. We are no longer working to build and support our programs, because they have been cut. We are no longer working for promotions, because those are all behind us. We are no longer working to earn raises, because no performance, however excellent, garners any financial reward. A question we had never had to ask ourselves before now presented itself on a daily basis: Exactly what are we working for?

As we contemplated this core question, many of us had a haunting sense that we had spent our careers building beautiful things that had been thrown overboard in a storm. Nevertheless, having come through the narrow passage I now feel that this transition in my professional life, however dispiriting and frustrating, has also been immensely interesting and ultimately very fruitful. Although I wouldn’t dream of giving blanket advice—indeed, I am more in need of advice than I am prepared to dispense it—I thought it might be helpful to share the following five observations based on my own professional experiences during this tumultuous past decade. I certainly do not intend these suggestions to be either prescriptive or proscriptive, but I’ll be gratified if any part of this is helpful to a fellow teacher/scholar/writer who is struggling with similar challenges at this career stage.

Choose Creativity over Productivity

As we come up in the profession, we are expected to produce, and we are judged primarily by our productivity. But any production economy has severe limits, and necessarily fails to measure a great deal of work that has genuine value. Not everything that counts can be counted, and not everything that can be counted counts. This is not a game of he who dies with the longest CV wins. Instead of imagining yourself as a machine whose existence can be justified only if it pumps out a certain number of academic widgets per unit of time, instead attempt to reckon how much energy you gain or lose as a result of the work you do. Consider a more organic metaphor, in which the growth of the tree that is your professional life can be measured in many ways other than the marketable tonnage of fruit it produces. Some trees do produce fruit, but others produce shade or windbreak, beauty or shelter for other beings. If the work you do feels creative, energizing, or morally significant, then it is meaningful work regardless of how the institution calculates or miscalculates its value. Truly creative work may or may not be viewed by your institution as measurable productivity, but if it gives you energy rather than damaging your morale and rendering you cynical, then it is inherently valuable.


Seek Incentive over Reward

The distinction between these two terms is fine, so hang with me here. In the context of your professional life, a reward is the thing the institution gives you after your work is done to recognize the value of that work. Think pay raise or promotion. The problem, as many of us know all too well, is that for many academics no amount of good work will lead to substantial monetary reward. Perhaps there are no more promotions available to us, or perhaps we teach in a system where poor funding means that even excellent work does not result in pay increases. Many full professors at my university feel that if they achieve something important professionally—say, the publication of a book or the mounting of a major art exhibit—“it counts for nothing.” And that is certainly true, but only if the purpose of the project was to gain a reward that, after all, we already know the system is unwilling to provide. Incentive, by contrast, is the thing that makes you want to do the work in the first place. It is the up-front promise that draws us into things we do for reasons other than to achieve a final reward. If our incentive for taking on a project is that we anticipate enjoying the process, experiencing a stimulating immersion in its challenges and pleasures, then our work is not motivated primarily by an expectation of external reward. And in any system in which external reward is meager or absent, it is a dubious proposition to take on work that we have not ourselves incentivized through our own deep sense of what constitutes inherently meaningful work.

Distinguish between the Work and the Job

I often dislike my job, but I usually love my work. What this distinction means, in my own case, is that I love writing and teaching (just as I always have), and I dislike institutional politics and gossip, power plays and false promises, or corporate priorities that put football, fundraising, or unhelpful assessment exercises ahead of the welfare of students or the professional growth of faculty. I have genuine concerns about the increasing gap between rank-and-file university teachers and the increasingly specialized administrative class that often decides their fate. But think back to some of those less-than-ideal jobs we all had when we were younger. We called that work a job rather than a career, profession, or calling, because we didn’t expect it to be rosy, and we did the job primarily that we might be paid. Even when we do work we love—like teaching and writing—there will always be substantial parts of an academic career that are unpleasant. Those parts are the job, the part we do to earn a paycheck and not because it is inherently fulfilling. But within an academic life there is also the work—which Henry Thoreau called “morning work,” John Muir called “natural work,” and Gary Snyder calls “real work.” This is the work that matters most, that speaks directly to our ethical, aesthetic, and intellectual values. Within your academic career it is still possible for you to love your work even if you sometimes dislike your job. Try to avoid confusing one with the other.

Redefine Success

Early in your academic career, success tends to be judged by things like the acceptance of a book manuscript for publication, or the prestige of the journals in which your work appears. It might be benchmarked by well-defined milestones of professional accomplishment, like the earning of tenure. Later in your career, you may find that success has a way of becoming conceptually elusive. This is not to say that publishing books or articles is no longer meaningful later in your career. However, the external rewards of that work are much less well-defined. What, then, constitutes success for the mid- or late-career academic? Of course each of us must ask and attempt to answer this question for ourselves, but my point here is that although we really do need to ask this question, often we do not. What actually provides us a regenerative sense of accomplishment may shift substantially over time, and it is important to recognize those changes in order to calibrate our work to goals that we consider genuinely meaningful. For example, you might decide that you want to develop and teach a different kind of course, or attempt a new kind of writing, or participate in institutional life in ways that vary your usual patterns of engagement. If you can identify your desire for change and act on it, your work is more likely to result in a feeling of success. If you fail to identify the goals specific to this stage of your career and simply continue to do the things you’ve always done, you’re much more likely to feel the kind of deadening burnout or lack of inspiration that attends the repetition of any task.

Let It Go

Here’s the most difficult thing. No matter what you do, you’ll inevitably find that some aspects of the job leave you feeling disillusioned, under-appreciated, and exhausted. And the longer you function in any institutional context, the more clearly you’ll see how the sausage is actually made. I believe it is important to take responsibility for those negative feelings, especially if you have the power to change your way of working—or of thinking about your work—and yet don’t take steps to affect that change.


There will always be short-sighted administrators, frustrating service assignments, bitter feelings that the institution fails to adequately value what matters most. But provosts don’t lose sleep at night worrying about our feelings. It is we who pay the price for our anger or cynicism. It is our own lives, and the lives of our colleagues and students (and, sometimes, our families) that are impoverished by our pessimism. I don’t mean that we should become less passionate, devoted, or engaged. I do mean to say that the chief art of a professional life must be to distinguish between what matters and what does not. To the degree you can devote yourself to the former and reduce your exposure to the latter, you may move, however incrementally, toward ensuring that this stage of your career is as gratifying as you always hoped it might be.

Redefining Service

Our working definition of faculty service is less than useful. Service is in part defined by the reward system for many faculty that privileges scholarship over teaching and service; and yet, this reward system perpetuates an attitude toward service that renders this dimension of academic labor far less meaningful than it might be.


In his most recent post, Mike Branch reminds us, “there will always be substantial parts of an academic career that are unpleasant. Those parts are the job, the part we do to earn a paycheck and not because it is inherently fulfilling.” Mike also makes an observation about the enormous privilege many of us have in academic institutions to pursue “the work—which Henry Thoreau called ‘morning work,’ John Muir called ‘natural work,’ and Gary Snyder calls ‘real work.’ This is the work that matters most,” Mike writes, “that speaks directly to our ethical, aesthetic, and intellectual values.”

But in a 2010 blog post “Counting What Counts” that Mike contributed to Stay ing Alive he cautions us to consider “the extreme circumscription of what counts” as faculty work and the “harmful effects” of this narrowing “that are substantial and often unrecognized.” Mike argues “definitions of professional success that devalue service to a community obviously promote corrosive forms of self interest.” He then calls on Emerson to help articulate a model of professional commitment that does not fall into the zero sum game of institutional life:

I maintain an Emersonian suspicion that most large institutions, often working under the banner of standards and assessment, ultimately tend toward real (if often benign) forms of control—that they tend toward a narrowing rather than an expansion of what counts—with the consequence that they become constraining, bureaucratized, or moribund. I don’t believe, as some do, that the problem is the solipsistic careerism of the professoriate, or that research universities are fundamentally ill-conceived. I do believe that, for a number of reasons that are considerably less compelling than they may at first appear, we have allowed our understanding of professional success in the academy to become far too limited. As Emerson wrote, it is “as if one looking at the ocean can remember only the price of fish.” We desperately need to nurture recognition that there are many different ways to think, write, teach, and serve, and that many varied forms of professional activity and achievement are meaningful, meritorious, and worthy of our respect and support.

I too rely on Emerson when it comes to institutions. At the same time, I have found profoundly useful a document published by the MLA over twenty years ago, a document that offered me a productive space to think more carefully about the professional life I was hoping to pursue. Reintepreting Professional Service made a case for intellectual work less confined to professional hierarchies and more sensitive to the need for generative faculty participation in that area of our jobs we call “service.”

IMG_1573A couple of years ago I pulled together some thoughts about what institutions call “service” for a group of new faculty at Keene State College. In sharing the document at a new faculty orientation, I explained that service should be a rewarding and productive part of our jobs and that it could also become a dimension of academic work. Might redefining service offer another way to stay alive in the academy?

Service is Personal and Professional Growth

  • Maximize personal strengths, draw on your expertise, enjoy the work you choose
  • Pursue a personal or professional goal that you find interesting
  • Do something completely new and potentially meaningful, if not transformative

Service is Building Relationships

  • Strengthen relationships with students by choosing committees that include students (e.g. advise student group or honor society)
  • Collaborate with students to sponsor campus events or organizing off-campus activities
  • Work on committees with staff to build your sense of institutional place and history from long-serving members of our community

Service is Building and Sustaining Community

  • Engage in campus-wide service
  • Collaborate with amazing colleagues and make new friends
  • Change the culture of College for the better
  • Partner with community and regional groups and initiatives
  • Pursue rewards of high-profile service that contribute to governance of the College, including administrative roles and leadership opportunities

Service is Teaching and Learning

  • Energize your teaching and learning (e.g. Faculty Development Committee, Student research Committee, IRB, Sabbatical Committee)
  • Imagine new opportunities for yourself and for others. What would you like to change to improve the conditions for your (and others’) teaching and learning?

Service is Scholarship

  • Relate, apply, extend your professional identity and expertise
  • Conduct service-learning and community-based research, or seek out and/or create opportunities for service as a public intellectual (local, regional, national, international)
  • Contribute to your intellectual / disciplinary / professional field(s) through editorial and peer review, leadership and collaboration, etc.

Service is Productive

  • Get things done
  • Improve group process (e.g. action items, goal setting, deadlines)
  • Make meaningful contributions to the work
  • Resign from the committee that is not productive (or the committee to which you are not making meaningful contributions)

Service is a Part of the (Your) Whole

  • Be actively involved rather than overextended (there is always too much work to do but don’t do too much or you will not do your work well)
  • Say no to committees (or, don’t say yes to all committees)