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Dissertation Advisor 101

How to get the most from the student-supervisor relationship

By: Derek Jansen (MBA) | Expert Reviewer: Dr Eunice Rautenbach | January 2024

Many students feel a little intimidated by the idea of having to work with a research advisor (or supervisor) to complete their dissertation or thesis. Similarly, many students struggle to “connect” with their advisor and feel that the relationship is somewhat strained or awkward. But this doesn’t need to be the case!

In this post, we’ll share five tried and tested tips to help you get the most from this relationship and pave the way for a smoother dissertation writing process.

Overview: Working With Your Advisor

• Clarify everyone’s roles on day one
• Establish (and stick to) a regular communication cycle
• Develop a clear project plan upfront
• Be proactive in engaging with problems
• Navigate conflict like a diplomat

1. Clarify roles on day one

Each university will have slightly different expectations, rules and norms in terms of the research advisor’s role. Similarly, each advisor will have their own unique way of doing things. So, it’s always a good idea to begin the engagement process by clearly defining the roles and expectations in your relationship.

In practical terms, we suggest that you initiate a conversation at the very start of the engagement to discuss your goals, their expectations, and how they would like to work with you. Of course, you might not like what you hear in this conversation. However, this sort of candid conversation will help you get on the same page as early as possible and set the stage for a successful partnership.

To help you get started, here are some questions that you might consider asking in your initial conversation:

• How often would you like to meet and for how long?
• What should I do to prepare for each meeting?
• What aspects of my work will you comment on (and what won’t you cover)?
• Which key decisions should I seek your approval for beforehand?
• What common mistakes should I try to avoid from the outset?
• How can I help make this partnership as effective as possible?
• My academic goals are… Do you have any suggestions at this stage to help me achieve this?

As you can see, these types of questions help you get a clear idea of how you’ll work together and how to get the most from the relatively limited face time you’ll have.

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2. Establish a regular communication cycle

Just like in any relationship, effective communication is crucial to making the student-supervisor relationship work. So, you should aim to establish a regular meeting schedule and stick to it. Don’t cancel or reschedule appointments with your advisor at short notice, or do anything that suggests you don’t value their time. Fragile egos are not uncommon in the academic world, so it’s important to clearly demonstrate that you value and respect your supervisor’s time and effort .

Practically speaking, be sure to prepare for each meeting with a clear agenda , including your progress, challenges, and any questions you have. Be open and honest in your communication, but most importantly, be receptive to your supervisor’s feedback . Ultimately, part of their role is to tell you when you’re missing the mark. So, don’t become upset or defensive when they criticise a specific aspect of your work.

Always remember that your research advisor is criticising your work, not you personally . It’s never easy to take negative feedback, but this is all part of the learning journey that takes place alongside the research journey.

3. Have a clear project plan

Few things will impress your supervisor more than a well-articulated, realistic plan of action (aka, a project plan). Investing the time to develop this shows that you take your project (and by extension, the relationship) seriously. It also helps your supervisor understand your intended timeline, which allows the two of you to better align your schedules .

In practical terms, you need to develop a project plan with achievable goals . A detailed Gantt chart can be a great way to do this. Importantly, you’ll need to break down your thesis or dissertation into a collection of practical, manageable steps , and set clear timelines and milestones for each. Once you’ve done that, you should regularly review and adjust this plan with your supervisor to ensure that you remain on track.

Of course, it’s unlikely that you’ll stick to your plan 100% of the time (there are always unexpected twists and turns in a research project. However, this plan will lay a foundation for effective collaboration between yourself and your supervisor. An imperfect plan beats no plan at all.

4. Engage with problems proactively

One surefire way to quickly annoy your advisor is to pester them every time you run into a problem in your dissertation or thesis. Unexpected challenges are par for the course when it comes to research – how you deal with them is what makes the difference.

When you encounter a problem, resist the urge to immediately send a panicked email to your supervisor – no matter how massive the issue may seem (at the time). Instead, take a step back and assess the situation as holistically as possible. Force yourself to sit with the issue for at least a few hours to ensure that you have a clear, accurate assessment of the issue at hand. In most cases, a little time, distance and deep breathing will reveal that the problem is not the existential threat it initially seemed to be.

When contacting your supervisor, you should ideally present both the problem and one or two potential solutions . The latter is the most important part here. In other words, you need to show that you’ve engaged with the issue and applied your mind to finding potential solutions. Granted, your solutions may miss the mark. However, providing some sort of solution beats impulsively throwing the problem at your supervisor and hoping that they’ll save the day.

Simply put, mishaps and mini-crises in your research journey present an opportunity to demonstrate your initiative and problem-solving skills – not a reason to lose your cool and outsource the problem to your supervisor.

5. Navigate conflict like a diplomat 

As with any partnership, there’s always the possibility of some level of disagreement or conflict arising within the student-supervisor relationship. Of course, you can drastically reduce the likelihood of this happening by implementing some of the points we mentioned earlier. Neverthless, if a serious disagreement does arise between you and your supervisor, it’s absolutely essential that you approach it with professionalism and respect . Never let it escalate into a shouting contest.

In practical terms, it’s important to communicate your concerns as they arise (don’t let things simmer for too long). Simultaneously, it’s essential that you remain open to understanding your supervisor’s perspective – don’t become entrenched in your position. After all, you are the less experienced researcher within this duo.

Keep in mind that a lot of context is lost in text-based communication , so it can often be a good idea to schedule a short call to discuss your concerns or points of contention, rather than sending a 3000-word email essay. When going this route, be sure to take the time to prepare a clear, cohesive argument beforehand – don’t just “thought vomit” on your supervisor.

In the event that you do have a significant disagreement with your advisor, remember that the goal is to find a solution that serves your project (not your ego). This often requires compromise and flexibility. A “win at all costs” mindset is definitely not suitable here. Ultimately, you need to solve the problem, while still maintaining the relationship .

If you feel that you have already exhausted all possible avenues and still can’t find an acceptable middle ground, you can of course reach out to your university to ask for their assistance. However, this should be the very last resort . Running to your university every time there’s a small disagreement will not serve you well.

Recap: Key Takeaways

To sum up, a fruitful student-supervisor relationship hinges on clear role definition , effective and regular communication , strategic planning , proactive engagement , and professional conflict resolution .

Remember, your dissertation supervisor is there to help you, but you still need to put in the work . In many cases, they’ll also be the first marker of your work, so it really pays to put in the effort and build a strong, functional relationship with them.

Psst... there’s more!

This post was based on one of our popular Research Bootcamps . If you're working on a research project, you'll definitely want to check this out ...

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Choosing a Thesis Advisor: A Complete Guide

One of the most important choices that you will make about your dissertation or thesis happens before you write a single word. Choosing a thesis advisor or dissertation advisor (often referred to as a dissertation chair) will have a significant impact on your entire dissertation writing experience, and for many years to come. For many doctoral students, their thesis advisor is their single greatest influence in graduate school. 

Selecting a thesis advisor is a big decision with far-reaching implications. The stakes are very high, and it is imperative to choose your thesis advisor wisely. There are many factors to consider when choosing a thesis advisor, from expertise to personality, and it pays to think carefully and weigh your options before approaching a faculty member to chair your dissertation committee . While there are subtle differences between a dissertation chair and a thesis advisor, we’ll focus on the commonalities in this article.

These are commonly asked questions about selecting a thesis advisor: 

• What does a thesis advisor do? 
• How should I choose my thesis advisor?
• What makes a faculty member a good thesis advisor? 
• What if it doesn’t work out with my thesis advisor? 

Thesis Advisor Responsibilities

While writing a dissertation is a largely solitary pursuit, a good thesis advisor will be with you every step of the way. While you are very much in the driver’s seat, it is your thesis advisor’s job to keep you off the guardrails. And deploy the airbag, if necessary. There are a few purposes that your thesis advisor will serve during your time together. 

Guidance . While the dissertation process is new to you, your thesis advisor will know it very well. She will help you navigate the obstacles and pitfalls that have derailed many projects–department politics, university regulations, funding, research opportunities, etc. Your thesis advisor will also serve as a sounding board as you distill the nebulous concept of your research project into a fully-formed idea that you can move forward with. 

Organization . A good thesis advisor will run a tight ship and keep your dissertation project moving like clockwork. As a researcher, it’s very easy to get lost in the minutiae of the literature, and it’s not difficult to find yourself trapped down a rabbit hole of scholarship. Regular milestones set by your thesis advisor are a great way to stay on track and maintain forward momentum. 

Mentorship. While an effective thesis advisor will ensure that you see your project to fruition, a great one will be with you for decades. Though I graduated with my Ph.D. in 2012 and I’m now an associate professor myself, my thesis advisor remains a guiding light in my career. Your thesis advisor can be a cornerstone of your professional network. 

Choosing a Thesis Advisor

So, how do you select a faculty member to chair your dissertation committee? With extreme care. Once you have set your sights on a dissertation chair or thesis advisor, the next step is the Big Ask. I remember being very nervous to approach the faculty member who became my chair– it seemed like such an imposition, but, as a grad student in her department, I was already on her radar. Keep in mind, your faculty members are expecting to be asked to chair dissertation committees, and they may even be a little flattered that you chose them. 

While chairing and serving on dissertation committees is a requirement for the tenured and senior faculty members in your department, it’s a lot of work. Make no mistake: accepting the role of your dissertation chair makes them nervous, too. As a faculty member, I can say with absolute certainty that a good dissertation chair will be almost as invested in your dissertation as you are. 

What Makes a Strong Thesis Advisor?

There exists a gulf between what many students desire in a dissertation chair or thesis advisor and what they actually need. While there may be a temptation to approach one of your department’s superstar faculty members to chair your committee, this may not serve you in the long term. Faculty members who have made a name for themselves through an abundance of publications, grants, awards, and conference appearances typically have jam-packed schedules, and it may be difficult for them to make you and your dissertation a priority. 

A safer bet that is likely to have a more rewarding outcome is to work with a faculty member who has already shown enthusiasm for your work. Select a thesis advisor who makes time for you, and one who always responds to your emails. This is the person you want in your corner during the sometimes stressful journey of researching and writing a dissertation. Also, it never hurts to spend some time talking to potential dissertation chairs or dissertation advisors. Get all of your questions answered, and then make a decision. 

What If It Doesn’t Work Out?

The possibility that your thesis advisor is a bad fit for your project or is incompatible for some other reason is a worst-case scenario that lurks in the furthest reaches of every graduate student’s mind. There’s no way to sugarcoat it: this is not a good situation to be in, and it can derail dissertations. The soundest strategy for dealing with an internecine conflict with your thesis advisor is prevention. 

This is why it is vital to do your homework and put a lot of thought into choosing your thesis advisor. Find someone you are compatible with and make sure you’re on the same page. Check in with them regularly, and keep them updated. Clear communication is a great way to ensure a solid partnership with your dissertation chair. Don’t forget, your dissertation chair should also be making your success a priority. You should be comfortable enough to ask questions and let them know what’s on your mind. 

The good news is that a bad fit isn’t likely to happen. Most grad students have a completely workable relationship with their dissertation chairs, and for many it turns into a long friendship built on mutual respect and admiration. Personally, every time I serve on a doctoral student’s dissertation committee, I feel a tremendous amount of pride and satisfaction when they take their place in the academic world. It’s truly an honor to help them achieve such a major milestone in their academic career, and I’m delighted to be part of it. 

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Courtney Watson, Ph.D.

Courtney Watson, Ph.D. is an Associate Professor of English at Radford University Carilion, in Roanoke, Virginia. Her areas of expertise include undergraduate and graduate curriculum development for writing courses in the health sciences and American literature with a focus on literary travel, tourism, and heritage economies. Her writing and academic scholarship has been widely published in places that include  Studies in American Culture ,  Dialogue , and  The Virginia Quarterly Review . Her research on the integration of humanities into STEM education will be published by Routledge in an upcoming collection. Dr. Watson has also been nominated by the State Council for Higher Education of Virginia’s Outstanding Faculty Rising Star Award, and she is a past winner of the National Society of Arts & Letters Regional Short Story Prize, as well as institutional awards for scholarly research and excellence in teaching. Throughout her career in higher education, Dr. Watson has served in faculty governance and administration as a frequent committee chair and program chair. As a higher education consultant, she has served as a subject matter expert, an evaluator, and a contributor to white papers exploring program development, enrollment research, and educational mergers and acquisitions.

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