The First Two Years: Lessons from the Frontlines of Starting a Lab

Starting a lab as a new assistant professor is both exhilarating and intensely challenging. In the first two years, you're not just doing science—you’re building an entire ecosystem from scratch. You quickly become the PI, lab manager, HR department, safety officer, grant writer, and mentor, often all in the same day. Time management becomes a full-contact sport, as teaching, service, meetings, and writing deadlines compete with the day-to-day logistics of setting up protocols, ordering supplies, and mentoring trainees. Hiring is unexpectedly complex: it’s not just about finding smart people, but those who align with your lab’s values and working style. Even getting basic equipment in place can be a major hurdle—negotiating with vendors requires confidence and strategy, and you can’t be afraid to lowball, push back, or be ruthlessly clear about what you need to stay within budget. Even with a startup package or early-career award, establishing consistent funding is daunting, and the sting of triaged grants can feed imposter syndrome. Meanwhile, creating a positive lab culture—one that is inclusive, collaborative, and productive—requires daily, intentional effort. It's easy to underestimate the emotional toll: the pressure of being responsible for others’ success, the loneliness of leadership, and the endless learning curve. Yet despite the chaos, the growth is real. There’s unmatched satisfaction in building something of your own, in mentoring the next generation, and in those moments—however small—when the science works, the team clicks, and the vision begins to take shape.