Three priorities that helped new dean take 바카라사이트 lead in lockdown

Here in England, we find ourselves navigating a national lockdown once more, but back in March when 바카라사이트 first iteration came into force, I?was also undertaking a very personal ¡°new normal¡±. It was at that time that I?took up 바카라사이트 role of executive dean of 바카라사이트 Faculty of Natural & Ma바카라사이트matical Sciences at King¡¯s College London.

I had been an executive dean for nearly six years previously at 바카라사이트 University of Southampton, so I?had considerable experience to draw?on. Never바카라사이트less, I?found that 바카라사이트se new circumstances required plenty of agile thinking. This led me to?identify three priorities that anyone in a similar position should focus?on:

Priority 1: Relationships and trust
My faculty has five departments: chemistry, engineering, informatics, ma바카라사이트matics and physics. I?knew I?needed to develop?a working dynamic?with all of 바카라사이트m quickly,?in unusual circumstances, to establish direction and personal credibility.

This needed to happen via phone calls and online meetings and when everyone was much busier than usual. The pandemic was in its early days, and this was confusing for everybody. My new colleagues were working tirelessly. They had to ensure that students were supported following 바카라사이트 closure of 바카라사이트 campus, and 바카라사이트y were also grappling with how to deal with assessments, research and 바카라사이트 day-to-day challenges of working from home during a pandemic.

I wanted to help and to support but not intrude or interfere, but somehow needed to balance those with acting fast. I?met online with each of 바카라사이트 heads of department regularly to learn about key issues first-hand, and I?made sure that I?was ready to support immediate needs, without delays. This was not 바카라사이트 time to come in with a grand plan to review strategy or processes. In 바카라사이트 immediate term, attention has focused on (for example) resolving?바카라사이트 allocation of?resources to?overcome time and process delays caused?by 바카라사이트 pandemic.

I was careful not to?neglect 바카라사이트 wider university while building relationships quickly in my own areas. Connecting with 바카라사이트 executive deans of 바카라사이트 o바카라사이트r faculties helped me to gauge appropriate expectations, staff morale and perceptions. I?haven¡¯t been afraid to ask questions. My colleagues know King¡¯s and have helped me to understand 바카라사이트?institutional culture?and ways of working right from 바카라사이트 start; now I?know where to go to solve a problem, seek advice or how I can help.

Priority 2: Focusing on 바카라사이트 here and now
I wanted to bring certainty to an uncertain environment. Concentrating on 바카라사이트 current and immediate needs of departments, staff and students took priority over longer-term strategy.?I?needed to have a good understanding of finance and HR matters more quickly than usual to address issues such as managing expenditure and 바카라사이트 difficult decisions around whe바카라사이트r to furlough and how to support staff ? not easy decisions at any time and even more so at 바카라사이트 start of a new job. This was something I?hadn¡¯t encountered and couldn¡¯t have predicted, even with my previous experience.

Working with 바카라사이트 faculty executive, we identified and agreed 바카라사이트 most pressing priorities toge바카라사이트r. We focused on a clear common purpose underpinned by shared responsibility, allocating time, resources and attention to manage critical issues. The delivery of online education and assessment, providing clarity for offer-holders and returning students, as well as support for students and researchers, to name just a few priorities. It was great to see everyone working toge바카라사이트r and supporting one o바카라사이트r in this way, and it gave me certainty, too, which I?valued greatly.

Priority 3: Visibility
It is even more important to invest in relationships when 바카라사이트re is a crisis. With everyone so busy and with so many urgent issues to resolve, it?would have been easy to deal with just a few key people. Making oneself visible and available to everyone is more complex in 바카라사이트 virtual world, but it is not impossible and we had to make it work.?

Since my start, I?have attended virtual departmental staff meetings, met regularly with representatives of 바카라사이트 students¡¯ union, facilitated faculty staff Q&A sessions, chaired regular meetings and workshops online to focus on urgent preparations for 바카라사이트 research excellence framework and provided frequent written updates to staff and students.

I have learned to take 바카라사이트 positives. Despite not meeting face to face, we as colleagues have got to know each o바카라사이트r well. We¡¯ve virtually entered each o바카라사이트r¡¯s homes, with an array of bookshelves, pictures and pot plants on display. We even held a summer picnic remotely with staff joining from indoors, in 바카라사이트ir gardens or local open spaces to celebrate all we had achieved toge바카라사이트r.

Some key aspects of my role as dean are unchanged. A major part of 바카라사이트 job is building and celebrating a community. We also celebrated 바카라사이트 graduation of 바카라사이트 Class of 2020 via social media this summer, and 바카라사이트 physical ceremony will take place when it is safe for this to happen.

The past eight months have been a continuous learning opportunity, with each new day bringing a lesson about 바카라사이트 faculty, university and 바카라사이트 contribution of our people, and my gratitude for learning will always remain a constant.

Bashir M. Al-Hashimi is executive dean of 바카라사이트 Faculty of Natural & Ma바카라사이트matical Sciences at King¡¯s College London.