It was the most fun job I'd ever had. Not the best job, mind you, nor the best paying job. And certainly not the longest lasting job, because I could only do it for three years, before I had to get back to serious career building. But, it was the most fun job I could have imagined. And there were side benefits too. Pat was one of them and this story is about what she saw in me and why I got lucky. It took place when I was a lot younger than I am now.
But, perhaps I should start at the beginning. I'm a scientist and a damn good one. And a physician - and I'm even better at that. I've got every college degree that counts and two of the three-striper kind ā plus all the post-doc work you can imagine. I was building my career in academic medicine at a big league university in the northeast. For those of you who think of friendly professors inside quiet, ivory-covered walls ā think again! Academic medicine is the most cutthroat, vicious, competitive sport there is ā it makes bare-knuckle, ultimate fighting seem tame by comparison.
I had just got my tenure. Most of the bodies lie in the trench just short of tenure. But the guys who get tenure are the most competitive of all, so that's when the fighting over space and budget gets even dirtier.
And then I got an offer I could not refuse. Congress had just approved a big budget increase for research in a really bad killer disease ā by coincidence a disease that was my specialty. The NIH (don't worry about the initials because nothing in Washington has a name, just letters and numbers) had received authorization for a three-year appointment for an outside expert to run the expanded program.
To make a long story short I got the job. It paid half of what I was earning, but it gave me the power to fund most of the investigators in my specialty all across the country. To be fair, committees recommended the funding, but I appointed the committees and I didn't have to deal with Study Sections.
A lot of empires were going to be built ā research empires ā at selected universities from coast to coast. Each one would have a king. A lot of would-be kings were going to bend over and kiss my ass ā and smile as they did it. That's power!
When I got the job a very wise friend of mine gave me some advice: "The smartest guys in the country are going to start telling you how smart you are and you'll know they're lying through their teeth, so you'll give them money. But, remember, the time will come when you start to believe them. That's when you'll be just like every other asshole in Washington ā and that's the time to leave."
He was right! Boy was he right! I had planned to leave after three years and it's a good thing I did, because that was just about the time his prediction came true. When Nobel laureates tell you how smart you are and you start to believe them, it's time to leave Washington and go back to the real world. And I did. But I had a hell of a lot of fun for three years and I learned how Washington really works ā and you don't want to know that. And ā maybe ā just maybe ā I did something useful.
So, anyway, I got an apartment on Mass Avenue, just north of the British Embassy, and moved the stuff I hadn't placed in storage to my apartment. Then I met my staff, such as it was. Suffice it to say I would never have hired any one of them. They had cushy jobs, most serving out the remaining years of their PHS (don't ask) appointments. The young administrative assistants, however, I certainly would have hired. Most of them were knowledgeable as well as lookers and they traded on their looks ā that's the way Washington is.
There were about a hundred PO1 grants (don't ask), all seven figure programs, that would be under my supervision and all would be competing for their share of the new funds ā along with a bunch of wanna-bees. These grants were divided up among the professional level people of my staff for supervision and administration.
My first staff meeting was an unmitigated disaster. I began asking my staff about the programs under their supervision and it was like a contest in ignorance, each guy trying to show that he knew less than the guy next to him. I got the sick feeling that I was on my own ā I would get no help from my staff. The only positive thing that happened the first day was that I discovered a gal with a choice set of lungs ā Pat was her name and she was an administrative assistant to one of the dorks. I figured I should reassign her duties immediately ā and I did ā to me.
Then I went to lunch over at the clinical center. These guys were not administrators. They were top medical scientists and I knew several of them in my specialty quite well. They asked if I had met my staff and, when I said I had, they started to laugh. It was no secret that the grant administrators were at the bottom of the barrel in the institute. We talked about my opportunity to do some good ā and to screw up. Big opportunities for both!
"You're not gonna get any help," one of them said. "You're gonna have to figure out how to spend the whole damn thing yourself. The only thing they're gonna give you is bad advice."
He was right. I had work to do. When I got back, I asked for all the grant application files to be brought to my office. My request was greeted with open-mouthed disbelief.
"All of them?" My Deputy asked.
"All of them," I responded. "Just pile them up along that wall over there." I pointed to where I wanted them.
"You're gonna read them all?" My Deputy asked in wonder.
"Just get me the files," I said.
They figured I was bluffing. No one, they thought, could possibly read all of those grants ā much less understand them. I suspected that not one of them understood the science behind even one of the grants they were supposed to fund and supervise.
I left early and went to get some things for my new apartment.
The next morning when I got to my office the grants were there. They were stacked about four feet high and covered at least ten feet of wall space. Each grant was about the size of a thick "problem patient" chart. The kind I had to master every time I changed services at the university hospital. Difficult, but not impossible. I took off my coat and tie, got out a yellow note pad, and started to work.
A scientist I respected, once said to me that, "Science is like one of those old fashioned mailboxes you used to see at hotels ā you know, a little box for each room. Some of them have notes in them ā others are empty. In science you need to get a grasp of what we know ā the boxes with notes ā and what we don't know ā the empty ones. What we're trying to do is fill the empty boxes and you gotta know which is which."
As I read each grant I moved it to the other side of the office. Good scientists write good grants ā straightforward and easy to understand. They describe what they had done and what they planned to do and how they would do it and what it would cost. It was easy to summarize and to remember their work. Bad scientists write bad grants, telling what they planned to do, but with very little idea as to how they would go about doing it. They were easy to summarize too. The ones that took most of my time were the ones in the middle ā where I had to separate pearls from horseshit.
By the end of the first week, working late each night, I had been through everything once and all the grant folders were stacked against the opposite wall. The good ones and the bad ones I didn't need to read again. I spent the next week re-reading the ones in between. Then I started to summarize my notes on three-by-five cards. My first time through I had a dozen cards ā too many. I re-grouped the grants and wrote down only what I couldn't remember ā mostly dollar numbers, priority scores, and a few words next to each PI. Finally, writing very small, I got the whole thing on three cards. Still too many!
There is nothing like a face-to-face conversation to understand what a scientist is doing and how well he is doing it. So, after two weeks of drudgery in my office I hit the road. For another three weeks, I site visited most of my programs and when I finished I was down to only one three-by-five card. That card became famous among my staff and later throughout the institute.
I knew what I thought about these guys, and what my reviewers described on their "pink sheets," but what did they think about each other? I found a company that makes an index of citations on every paper published in a peer-reviewed journal. I got a contract with this company to prepare a composite citation index on all the investigators listed on each big program project grant. When a scientist cites the work of another scientist it is an indication that he respects that work. These data went on my three-by-five card so I could compare different programs (but, by now, I had to use both sides of the card).