Coming into this internship, I assumed success would mean pretty much the same thing everywhere. This would be making deadlines, performing well, and showing initiative. And in many ways, that still is true. But after spending a summer working in economic research at Trinity College Dublin, I have come to see that how success is defined and recognized varies in ways that are more cultural than I originally expected. In the United States, especially in competitive academic or professional environments, success looks like making connections and being seen. Standing out, speaking up, and taking ownership are all signs of a high performing employee or intern. Back home, I am used to a more fast moving environment with quick feedback, clear metrics, and people who are encouraged to market their work, and themselves as well. 

My experience in Dublin has given me a different perspective on success. During my first few weeks at Trinity College Dublin, I noticed that my supervisor focused on the quality of the work more, not that it was accomplished. For example, although my python code did what it was supposed to, my supervisor would critique the way it worked and taught me easier ways to do it. This was a great way for me to practice code libraries I learned in Business Analytics classes at Pitt. At first, I worried that I was not doing enough. I wasn’t sure if I was supposed to try and accomplish things slow and detailed or as quick as I could. Over time, I learned that completing things slow and detailed was more valuable. 

In my role, a successful intern isn’t the one dominating the conversation or constantly asking to take on new projects. It’s the one who listens carefully, understands the project’s details, and asks questions for the sake of a better grasp, and not to look good to a potential new friend on linkedIn. It was a role that I had to get used to. Its a role I would like to do again. There is also a different relationship to hierarchy. In the United States, especially in academic or research settings, interns are sometimes expected to prove themselves quickly, to show they are competent. Here, the expectation seems more grounded to reality. The reality is that we do not learn how to work in school, we have to take time to develop, like any other profession. This requires time and trust on both sides. 

I also found that success here includes being culturally aware as well. I think understanding the rhythm of the workplace is very important, as well as the tone of communication. For example, I learned that if someone says something like “It might be worth taking another look at this,” they are not inviting you to consider it if you feel like it, they are telling you, kindly, that whatever it is, needs to be fixed. Being able to read between those lines is part of what makes someone effective in the workplace here. That is not to say there is no overlap. A good researcher in Dublin or Pittsburgh is meant to be curious, detail oriented, and clear in how they present findings. But the actual metrics of that success differ. In the United States there is an emphasis on speed, self starting, and assertiveness. In Dublin, there is more of a premium on thoroughness, necessary collaboration, and humility.

The difference also shows in how people relate to titles and accomplishments. In the United States, it is very common to lead with credentials. For example, people love being called doctor, award winner, or things of that nature. In my internship, even higher up academics introduce themselves by their first name and do not always make their roles immediately obvious. The hierarchy is there, but it is much less formal. Americans would be less likely to do this in my eyes. This cultural contrast challenged me to rethink how I present myself. At home, I’m used to speaking directly about my work and being fairly forward about my goals. Here, I have learned to balance confidence with more modesty, and to see value in earning trust quietly rather than performing success outwardly. Theres a saying that I am trying to live by more which is that it is not about who you know, but what you know. I know many people would switch it around, but I believe true skill and value attracts competent, interesting parties. The Irish definition is a definition of success I didn’t expect, but one I’ve come to really respect.