Faculty members need a lot of hand-holding. This is even more of an issue if you have a significant international workforce. Depending on your office culture, I would highly recommend being proactive about reaching out to your customer base to offer detailed assistance with processes. This obviously depends on your actual role and job duties, but it can save a lot of headaches and frustration by doing that up front instead of waiting for them to approach you (many won't until things get desperately delayed or screwed up).
If you are unsure, better to err on the side of addressing folks as "Dr" so-and-so. And while I'm inclined to be snarky by responding to them however they respond to me, I had a super supportive boss who would have backed me had it ever come to that. Can't count on that in your new role. You'll develop relationships with your regular contacts and they'll indicate how they wish to be addressed, but the biggest jerks can also cause trouble if you aren't showing (what they think is) proper deference. I get that this is an especially touchy topic with some women and minority folks who are often the only one in the space not being referenced as "Dr" so it's not always straightforward regardless. But you can't go wrong with "Dr" even if they don't actually have a doctorate.
I second the other response - promotions and pay raises, negotiations (except for faculty members, who mostly work on contract) tend to be fewer and far between. I've seen 1-4% bumps in the form of either a merit increase or a cost of living adjustment almost every year. I've gotten raises outside of that, but the last two were separated by 9 years.
This should be the policy for everyone in the workplace, but be nice to absolutely everyone. Search committees for new staff and faculty often pull from seemingly disconnected groups (different departments, different levels). That faculty member you were abrupt with due to what you perceived as obtuseness could well be on the interview panel for a new role you really want. And yes, you may think it's just as well because you don't want to work more closely with Dr Obtuse, but he may be there just because he was available even if he doesn't interact with the new role any more often than he does your current one.
Because it's so difficult to fire people, we have lots of minimally competent lifers on campus. Word gets around that they are tough to work with and they apply all over campus but never get the job. The grapevine is unbelievably robust on most campuses. Listen to everything, but be very selective about what you pass on (even when you know it's 100% accurate).
If you're at a research institute, keep in mind that the faculty are under an immense amount of pressure to publish and get new grants. Their entire careers are literally on the line year to year. In most cases, whatever negative interactions you have are not personal, or about you at all. There are always going to be nasty people, but most of them will come around if you prove you are trying to help and smother them with kindness.
A lot of communications are protected, but if you're at a public institution, a lot of otherwise confidential information is subject to FOIA. Be careful about what you put in writing. I find myself using phone calls for clarification if something seemed shady at first. It could be a big problem that needs to be documented, addressed, and even escalated, but often it's just poor wording choices and miscommunication. Our various arenas are filled with jargon or regulatory terminology that doesn't hold universal meaning. Easy to create a tempest in a teapot.
I've been in academia for almost 20 years now and I absolutely love my job, my colleagues, and the impact I have on the world. I hope you'll find it as meaningful and rewarding.
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