“…Poor research networks (e.g., due to relocation, institutional structures; Pannell et al, 2019;Fork et al, 2020) • Bolster research networks through collaborative program structure and mentorship (Fork et al, 2020) • Create ECR-focused spaces (e.g., regular ECR events, online communities, databases of ECR research, connect ECRs with complementary projects, funding for ECRs to attend encounters*; Pannell et al, 2019;Fork et al, 2020) Short duration of ECR positions, research time constraints (Bridle et al, 2013;Kelly et al, 2019;Pannell et al, 2019;Brasier et al, 2020;Fork et al, 2020) • Longer-term contracts, career development, and workshops on how to attract funding with salary support (Brasier et al, 2020) • Access to established interdisciplinary networks (Brasier et al, 2020) Ineffective support: supervisory or institutional (Killion et al, 2018;Kelly et al, 2019;Andrews et al, 2020;Blythe and Cvitanovic, 2020;Fork et al, 2020) • Active support within integrative research communities (e.g., formalize mentorship, provide training, interdisciplinary courses, organize encounters*, network building, provide seed funding, and follow-up activities; Lyall and Meagher, 2012;Bridle, 2018;Jaeger-Erben et al, 2018;Gibson et al, 2019;Pannell et al, 2019;Andrews et al, 2020) • Establish good channels of communication (e.g., provide early feedback on nascent ideas, alert to imminent funding opportunities, dialog-led management; Gibson et al, 2019) • Promote junior research group leaders, give the rank of junior professor (increases credibility with partners; Jaeger- Erben et al, 2018;Gibson et al, 2019) Stress due to career uncertainty, including short-term employment contract (Bridle et al, 2013;Hein et al, 2018;Gibson et al, 2019;Andrews e...…”