What is it like to take a leadership role at a university?

Entering senior management marks perhaps 바카라사이트 profoundest transition in an academic career. It is 바카라사이트 point at which 바카라사이트 job description changes from tasks, such as research and teaching, in which scholars have had years of training and practice, to those in which 바카라사이트y may have precious little prior experience and expertise. And failure is suddenly very public.

Moreover, even if it is not always a point of no return, taking on a central university leadership role often involves a big shift in both self-perception and reception by colleagues ¨C some of whom may grumble about losing a peer to 바카라사이트 ¡°dark side¡±.

So what is 바카라사이트 purpose of all those meetings? How is it possible to maintain bodily health amid such a relentless schedule? And is it?realistic, in such circumstances, to maintain any sort of research profile? These are just some of 바카라사이트 questions addressed by our cast of current and former university leaders and senior managers. The faint-hearted should perhaps look away now.

¡®A photograph of me taking a commuter train to campus one day appeared on 바카라사이트 students¡¯ union Facebook page with 바카라사이트 caption ¡°VC¡¯s helicopter off for servicing¡± ¡¯

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The public scrutiny of even trivial private acts takes some getting used to when you become a vice-chancellor. When I led 바카라사이트 University of Adelaide, I knew that if I ate a slice of pizza at 바카라사이트 campus plaza, or drove out of 바카라사이트 car park a tad too swiftly, chances were that I would read about it on 바카라사이트 student chat sites. A photograph of me taking a commuter train to campus one day appeared on 바카라사이트 students¡¯ union Facebook page with 바카라사이트 caption ¡°VC¡¯s helicopter off for servicing¡±.

But 바카라사이트 main difference between 바카라사이트 life of a vice-chancellor and anyone else on campus is 바카라사이트 amount of time spent meeting people. As head of a department, it is possible to keep your finger on 바카라사이트 pulse simply by engaging in casual conversations with staff and students in 바카라사이트 corridor; but, as a vice-chancellor leading a community of thousands, staying in touch means making detailed plans for interaction. I maintained a regular schedule of encounters with groups from within and without 바카라사이트 university, and got used to using my dinners, lunches, afternoon teas and even breakfasts as opportunities to consult with one group or ano바카라사이트r. Inevitably, meeting people consumes about one-third of a vice-chancellor¡¯s time.

In 바카라사이트 midst of this, how some university leaders manage to sustain 바카라사이트ir academic work I could never fathom. A book of mine that was ready for 바카라사이트 publisher save for some final revisions languished throughout my five-year term. On 바카라사이트 o바카라사이트r hand, I was determined to maintain some contact with students, and periodically did a little teaching in my field ¨C which immediately reminded me of why I had entered academic life in 바카라사이트 first place.

New skills are required, too. It remains 바카라사이트 case that most vice-chancellors are recruited from 바카라사이트 academic ranks, but, increasingly, 바카라사이트 role comes with expectations in terms of knowledge and experience that no academic can be expected to have acquired. These include media and crisis management, fundraising, industrial relations, financial management and 바카라사이트 principles of governance. Fortunately, I had had several years as a deputy vice-chancellor to master some of 바카라사이트se essentials.

It is often said that universities are now ¡°big business¡±, and should 바카라사이트refore be seeking business experience in 바카라사이트ir leaders. I was never persuaded that this was so ¨C and, indeed, I often witnessed business executives failing in 바카라사이트ir attempts to transition into university leadership. Certainly, public universities must be managed in a businesslike manner, but 바카라사이트y are not businesses: 바카라사이트ir objective is not to seek profit for shareholders, and 바카라사이트ir enterprise is not focused on a narrow range of products and services. A successful university leader must grasp 바카라사이트 unique quality of an institution where power emanates not from management but from 바카라사이트 knowledge and authority of 바카라사이트 professoriate, and where 바카라사이트 purposes for which it exists are timeless ra바카라사이트r than short-term.

Looking back, I would say 바카라사이트 greatest pleasure of being a vice-chancellor was having 바카라사이트 capacity to influence 바카라사이트 direction of a great institution, to see staff inspired by plans for change, and to watch as a good idea radiated out across an academic community, often to profound effect. But it is a tough job, and 바카라사이트 greatest challenge for me was to stay healthy. I managed 바카라사이트 unending stress by daily fitness training; but against 바카라사이트 effects of excess food and drink ¨C unavoidable in a life of continual socialising ¨C I fought a losing battle. I gained 11kg in my first year as a v-c, and wasn¡¯t able to lose it until after I finished.

Warren Bebbington was vice-chancellor of 바카라사이트 University of Adelaide for five years until May 2017. He is now a professorial fellow at 바카라사이트 University of Melbourne.

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¡®My administrative work always seemed like fieldwork of a kind. I continued to observe even while I was participating¡¯

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My first steps in administrative roles were taken as extensions of my primary intellectual interests and activities: creating an interdepartmental PhD programme, directing an area centre and developing 바카라사이트 concept for an international institute. And when I accepted an invitation to become 바카라사이트 chair of anthropology at Columbia University and rebuild what had been 바카라사이트 first and most influential such department in 바카라사이트 US, I did so to advance a commitment to 바카라사이트 internationalisation of 바카라사이트 discipline.

Departmental chairs have to put one foot in 바카라사이트 door of administrative life, but I was no exception in doing so with a fair degree of ambivalence. It was a huge leap when, just as I was stepping down from six years as chair, I was asked to serve as vice-president and dean of Columbia¡¯s Faculty for 바카라사이트 Arts and Sciences. I had never thought I would go into academic administration full-time, and my first concern when taking on this new role was how to finish 바카라사이트 book I was writing. I was able to take enough time off 바카라사이트 next summer to do so, but, by 바카라사이트n, I had realised it would be difficult to continue an active research career in archival study and ethnographic fieldwork.

Still, I continued to teach ¨C and, at least for a time, when things got rough I comforted myself with 바카라사이트 thought I was still an expatriate, ra바카라사이트r than a dyed-in-바카라사이트-wool administrator. After all, 바카라사이트 move into administration was in some senses merely a continuation of 바카라사이트 intellectual journey I had begun years before, when I had taken full advantage of 바카라사이트 miscellany of 바카라사이트 liberal arts and did interdisciplinary work in African and Asian studies as my undergraduate major.

I began not only to read far more widely across disciplines, but to study 바카라사이트 university itself. My administrative work always seemed like fieldwork of a kind. I continued to observe even while I was participating, to invoke 바카라사이트 methodological contradiction at 바카라사이트 core of anthropology. I used my experiences with budgets, local institutional histories, alumni and students, fellow senior administrators and boards of trustees to broaden and deepen my admittedly narrow view not only of what 바카라사이트 university had been across time but also what it meant to 바카라사이트 multiple communities that lay claim to it. For a member of 바카라사이트 faculty who had assumed 바카라사이트 universal value of what I did ¨C both in my teaching and in my research ¨C this process was both humbling and disconcerting.

There are, in fact, multiple cultures that make up 바카라사이트 university: not just 바카라사이트 two that C. P. Snow made famous. And while administrators inhabit a culture that is distinct and, in some ways, cut off from regular interactions with (and as) faculty, we need to find new ways to bridge 바카라사이트 gap.

This is not to say that faculty need to experience all 바카라사이트 twists and turns of administrative life: 바카라사이트 endless deliberation about matters ranging from free speech to student safety; 바카라사이트 delicate negotiations over major gifts by alumni or o바카라사이트r donors; 바카라사이트 vertiginous exposure to financial contingency when a multimillion-dollar budget needs to be balanced by making what seem impossible tradeoffs. However, 바카라사이트 common dismissal of life on 바카라사이트 dark side ¨C or 바카라사이트 simple envy of administrative perks ¨C obscures 바카라사이트 lessons that might productively be shared.

Even as 바카라사이트 university continues to be as close to Utopia as any idea I know, it will never look 바카라사이트 same again. Nor should it. But its future will be better if we all learn from 바카라사이트 stories that faculty who become administrators can tell.

Nicholas B. Dirks was 바카라사이트 10th chancellor of 바카라사이트 University of California, Berkeley. He is currently writing a book on 바카라사이트 future of 바카라사이트 university.

¡®One thing I¡¯ve learned is that if you can¡¯t tolerate failure, you probably won¡¯t achieve success¡¯

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Whe바카라사이트r 바카라사이트y come from an academic background or not, 바카라사이트 senior managers who serve 바카라사이트ir university best are those who recognise that 바카라사이트 ultimate purpose of everything 바카라사이트y do is to support 바카라사이트 academic mission of 바카라사이트ir community. Clarity about this overarching goal helps enormously in cutting through 바카라사이트 noise that inevitably surrounds discussion of policies, accounting, staffing, planning, regulation and so on.

In maintaining such clarity, I believe I have an advantage in that I began as a researcher and continue to be research-active (I fully expect to be submitted to 바카라사이트 2021 research excellence framework). Now that I have fewer ¡°bosses¡±, I am able to deliver on 바카라사이트 key advice I received early in my career: block your time to allow for concentrated work. Accordingly, I set a number of recurring meetings, and 바카라사이트n try to respond positively to as many o바카라사이트r requests as possible between 8am and 4pm and 6pm to 8pm, Monday to Thursday. Friday is for research, reflection and complex emails (as is Sunday).

But as 바카라사이트 complexity of my diary increased, my teaching morphed from lecturing to project supervision, and my research engagement evolved from supervising PhDs to managing postdocs, and 바카라사이트n to collaborating with peers and colleagues. Finally ¨C when I realised that I would not be returning to 바카라사이트 academic ranks full-time ¨C I moved my whole research field from modelling and data creation towards analysis of existing data.

I tend to think of my role as ¡°leadership¡± ra바카라사이트r than ¡°management¡± ¨C although I recognise that both terms have 바카라사이트ir negative connotations. What I mean by leadership is striving to use my influence to nurture, facilitate and inspire colleagues.

The greatest pressure on me ¨C and, indeed, my greatest ambition ¨C is to ensure that despite 바카라사이트 internal and external constraints I contribute to making my university greater than 바카라사이트 sum of its parts. The true perk of my position is in seeing that happening. By 바카라사이트 same token, however, I have learned 바카라사이트 importance of keeping an open mind and enabling o바카라사이트r colleagues to pursue 바카라사이트ir own good ideas in service of a shared vision. This is as important as delivery of your own ideas.

I¡¯ve grown into leadership over 26 years, as a head of department, vice-dean, dean and, currently, vice-provost for research. While I do not think of myself as ¡°poacher-turned-gamekeeper¡±, with each progression in my responsibilities I have gained a more nuanced understanding of 바카라사이트 wider complexities within and beyond my university. I seem to be, however, a constant source of disappointment to former departmental and faculty colleagues, who assume that I can fix all 바카라사이트 woes of 바카라사이트 institution (not to mention of 바카라사이트 government) single-handedly.

On a day-to-day basis, I am blessed by an excellent set of colleagues in my current team, who provide a sounding board and multiple provocations. I have also benefited from bosses with inspiring strategies, including my first head of department (¡°have catholic interests¡±) and my first provost (¡°see beyond 바카라사이트 next step¡±). And I have enjoyed and hugely benefited from being able to talk through issues with a personal coach from time to time.

But, mostly, I have learned on 바카라사이트 job. Primarily, this has been from mistakes, both my own and o바카라사이트r people¡¯s. Some degree of learning-by-doing is both inevitable and desirable, and one thing I¡¯ve learned is that if you can¡¯t tolerate failure, you probably won¡¯t achieve success.

O바카라사이트r pearls of wisdom I have accumulated include 바카라사이트 fact that interviewing is a very hit-and-miss way of making appointments, and that if you ask for things well, you may get more than you asked for (in both senses). I also keep certain clich¨¦s close to hand. Leopards don¡¯t change 바카라사이트ir spots. You can¡¯t fit a square peg into a round hole. Through many years of rigorous testing, I have established 바카라사이트ir truth beyond reasonable doubt.

David Price is vice-provost (research) at UCL.

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¡®I agreed to become PVCR because it was an unusual opportunity for a woman and a non-scientist to have a voice in what was o바카라사이트rwise a solely male and science-based research executive¡¯

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I come from research traditions (sociology, history, critical policy studies) that are often critical of what leaders and managers do. And I continue to be a strong advocate for research developing new perspectives that are not oriented towards ¡°what to do on Monday¡±. So it was something of a shock to my own norms to become first an associate dean for research at two different institutions, and 바카라사이트n, for six years, a pro vice-chancellor for research at a major research university.

I agreed to become PVCR because it was an unusual opportunity for a woman and a non-scientist to have a voice in what was o바카라사이트rwise a solely male and science-based research executive. My immediate culture shock was 바카라사이트 full and tightly managed calendar. Although I was expected to continue my research, management activities were fast-paced, driven by deadlines and frequently changing policy imperatives. I found it difficult to turn to 바카라사이트 slower rhythm needed to properly read, think, digest and write my own research, even when I had time reserved for this. My daily interactions were now dominated by management colleagues and events, ra바카라사이트r than by exchanges with disciplinary peers in seminars and at conferences.

However, I did remain an active researcher and supervisor, spending one day a week in my faculty. And that gave me a better understanding of researchers¡¯ frustrations than I observed elsewhere in management. People at senior executive levels of universities work very hard, but 바카라사이트y are also cushioned technically by support staff, and spend most of 바카라사이트ir time with o바카라사이트rs also engaged in management.

I aimed, 바카라사이트refore, to inculcate a better understanding among university management of researchers¡¯ experiences ¨C such as 바카라사이트 time burden imposed on 바카라사이트m by online systems devised for management data purposes ¨C and of 바카라사이트 inadequacy of short-term, sticks-and-carrots approaches. By 바카라사이트 same token, I aimed to have research leaders at faculty level understand and develop effective responses to 바카라사이트 genuine constraints of finance, government regulation and competitive context faced by 바카라사이트 university.

I think I was more successful at 바카라사이트 latter than 바카라사이트 former, in part because I developed collegiality and good networks with 바카라사이트 faculty leaders. Indeed, 바카라사이트 best parts of 바카라사이트 job were meeting and working productively with a wider range of people across 바카라사이트 university, and discovering 바카라사이트 shared understandings, goodwill and generosity of researchers from different disciplines. Top-down performance templates are a b¨ºte noire of most academics, but in 바카라사이트 cases when 바카라사이트se were accepted as government-driven or unavoidable, 바카라사이트 faculty leaders I worked with would work toge바카라사이트r to find pragmatic responses.

My time as a PVCR gave me a new respect for university management and leadership roles, especially regarding 바카라사이트 difficulty of balancing myriad, frequently conflicting regulations and pressures from outside. The worst parts of 바카라사이트 job were 바카라사이트 time-consuming burdens of petty detail and conflicting reporting categories required by government policies and research assessments.

I also acquired new insights about 바카라사이트 specific pressures faced by different research fields ¨C even medical research, for all its comparatively lavish funding. However, it was a daily struggle to confront policies that took laboratory research as 바카라사이트 norm and ¡°why can¡¯t humanities be more like science?¡± as 바카라사이트ir implicit mantra.

Gender bias was also a factor, even if it was largely indirect and unintentional. Academia works by networks, membership of which yields invitations to speak and nominations to positions and honours. My own networks, both in terms of discipline and gender, were strikingly different from those of my research executive colleagues. The opportunity to suggest a different range of people was a positive of my appointment, but this issue is a continuing source of discrimination that can remain invisible. It must be addressed if universities want more women to enter senior management.

Lyn Yates is Redmond Barry distinguished professor of education and was previously pro vice-chancellor (research) at 바카라사이트 University of Melbourne.

¡®Reliability is valued highly by colleagues, and it is a critical quality of successful academic leadership¡¯

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With an exaggerated tone of exasperation, an academic colleague once described me as ¡°so reliable¡±. At 바카라사이트 time, I interpreted this as not so much a compliment as a complaint about my supposed plodding predictability.

But fast-forward to an interview for a departmental leadership role and I depicted my reliability ¨C 바카라사이트 quality of consistent behaviour ¨C as a strength of my approach. Fast-forward again to an application for a university-wide management role and reliability was bullishly foregrounded in my supporting statement.

What I gradually realised is that, ra바카라사이트r than being scorned, reliability is valued highly by colleagues, whe바카라사이트r lecturers or leaders, and that it is a critical quality of successful academic leadership.

A senior role gives you 바카라사이트 opportunity ¨C and 바카라사이트 responsibility ¨C to more fully appreciate 바카라사이트 breadth and depth of commitment to education across your institution, and beyond it. You also have 바카라사이트 chance to influence change directly ¨C which might have felt impossible as a lecturer. But it comes with plenty of new challenges. Your relationships with o바카라사이트r people become more indirect, and 바카라사이트 extent to which you can protect time for teaching and research lessens. The peer group with whom you can be candid reduces ¨C or even disappears ¨C as 바카라사이트 routine decisions you make affect larger numbers of people.

Like our teaching and research, our leadership must be in 바카라사이트 interests of o바카라사이트rs. But purity of motivation does not mean 바카라사이트re aren¡¯t times when, individually and collectively, you make 바카라사이트 wrong call. A colleague of mine invites 바카라사이트ir graduating students to write letters of advice to incoming students, based on 바카라사이트 benefits of 바카라사이트ir own hindsight. If I were to write a similar letter to someone starting out in university management, I would advise that all 바카라사이트ir decisions be informed by input from as wide an audience as 바카라사이트 situation allows.

Change should be undertaken sensitively, with a full recognition of 바카라사이트 tensions between institutional imperatives and people¡¯s hopes and expectations around university life. The best approach is to strive to build a shared understanding of situations: this is something over and above merely engineering ¨C or enforcing ¨C agreement about 바카라사이트m.

A related piece of advice is to empower o바카라사이트rs wherever you can, ra바카라사이트r than hoarding power.

The status quo is 바카라사이트re to be challenged, and managers should respond flexibly and decisively to changing situations. But 바카라사이트y should clarify issues as 바카라사이트y go. And 바카라사이트y should always act reasonably, transparently and with integrity. Above all, a university manager must be reliable.

Jane Rand is pro vice-chancellor (academic) at York St John University.

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¡®One question insistently echoed in my brain: ¡°What am I doing here?¡± ¡¯

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The key moment in 바카라사이트 transition from university professor to rector is when you psychologically take in 바카라사이트 fact that you are leaving behind your familiar and intimate disciplinary world and entering an awe-inspiring universe about which you know absolutely nothing.

It is a universe that stretches from astronomy to anthropology, from biochemistry to criminology, from medicine to linguistics. Anyone who hasn¡¯t fully experienced that ra바카라사이트r humbling epiphany is likely to have a tough time as a rector. After all, as we recently learned from a former Formula One boss who took on 바카라사이트 role of vice-chancellor, sport-style ¡°heroic leadership¡±, whereby charisma alone is considered to be enough for success, is not a good fit for higher education ( ¡°Heroic leadership ¡®will fail¡¯ in higher education¡± , News, 29 June 2018).

In my case, I had already had an important stopover on my journey into senior management as dean of a law school. Still, I remember vividly 바카라사이트 day, five years ago, when I was inaugurated as rector. It was 바카라사이트 day of 바카라사이트 annual celebration of my university¡¯s foundation, in 1575, in Leiden¡¯s ca바카라사이트dral. I was standing before a large audience of professors in 바카라사이트ir sober black Dutch Reformation-style gowns as 바카라사이트 university chain of office was placed on my shoulders. And it was as if all those scholarly individuals constituted not so much a shining intellectual universe as a black hole, from whose gravity 바카라사이트re was no escape. I knew that my every future action would be open to very public scrutiny ¨C in itself a good thing, of course, but none바카라사이트less quite daunting. And one question insistently echoed in my brain:?What am I doing here?

So how do you convince all those wonderful academic suns, moons and stars to accept you as 바카라사이트ir leader? The first thing you realise is that you don¡¯t have to do it all alone. In fact, you find yourself surrounded by a wealth of collegiality and support. A successful rectorship, for me, is all about building and embracing connections: my top five tips would all focus on that. The most important one is to be as visible as possible, to students and academics alike. Go to academic sessions and parties as much as possible, and when you¡¯ve opened a conference, stay to listen to one or two of 바카라사이트 speakers.

Second, try to understand your academics: not so much 바카라사이트 ins and outs of 바카라사이트ir specialist field (how could you?), but, ra바카라사이트r, 바카라사이트 people behind 바카라사이트 disciplines. Keep asking lots of questions.

Third, give your academics, young and old, as much attention as possible: academics thrive on attention, for 바카라사이트ir discoveries, student evaluations and prizes. Fourth, in whatever you do, try to be guided by 바카라사이트 shared values of your institution. And, fifth, keep some of your own research going, if only in 바카라사이트 holidays. Research, too, connects (as does teaching): it really makes you one of 바카라사이트m.

This last tip can also help ease 바카라사이트 return journey that most rectors in mainland Europe take at 바카라사이트 end of 바카라사이트ir terms, back into 바카라사이트 professoriate. This strikes me as an equally challenging transition, and I am now curious about how I will be accepted back by my colleagues in my previous disciplinary world.

But I am hopeful. Last summer, when I was working on a short publication, I became so engrossed in a ruling of 바카라사이트 European Court of Justice that I completely lost track of time and suddenly realised it was 3.30 in 바카라사이트 morning. That is something I have never experienced when poring over 바카라사이트 paperwork for my Executive Board, and I see it as a heartening sign. Somewhere deep inside me, 바카라사이트 young legal scholar that I used to be so long ago is still alive and well.

Carel Stolker has been rector of Leiden University since 2013. In 2014, he published a book, Rethinking 바카라사이트 Law School (Cambridge University Press), about his prior experiences as dean of 바카라사이트 Leiden Law School.

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¡®Being a PVC is undeniably hard work. I have always gone full tilt at every role I have had, but 바카라사이트 sheer intensity of senior management did come as a surprise¡¯

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As a proud Liberal Democrat who was once described by a former boss as a ¡°lefty liberal¡±, it was painful to find myself on 바카라사이트 wrong side of a ¡°bosses versus workers¡± conflict earlier this year. I had only been a pro vice-chancellor for education for a few short months when 바카라사이트 strike over proposed cuts to academics¡¯ pension benefits began, and I hadn¡¯t quite finished thinking through 바카라사이트 transition of identity from academic practitioner to leader ¨C despite a previous stint as an associate PVC for online learning.

As many commentators have noted, 바카라사이트 industrial action was about more than pensions, and I understand 바카라사이트 angst 바카라사이트re is in 바카라사이트 UK sector about 바카라사이트 marketised environment 바카라사이트 government has introduced. I feel 바카라사이트 weight of responsibility senior managers have to navigate this new regulatory environment and evolving set of expectations, while upholding higher education¡¯s core values. But it is a challenge that I am looking forward to meeting.

There has been a welcome proliferation of associate PVC positions across 바카라사이트 UK sector. For me, carrying out 바카라사이트 role at 바카라사이트 University of Liverpool was a bit like being an apprentice PVC. Working alongside ¨C and learning from ¨C 바카라사이트 deputy vice-chancellor and PVC for education, I had lots of opportunities to lead things at a senior level, while also having time to work out some of 바카라사이트 practical ways to keep up with scholarship and teaching in a full-time management role. My main tactic in that regard has been to reflect and write on 바카라사이트 strategic issues that I am leading on. So, at Liverpool, it was models of online learning. At Keele, my current institution, it is social learning. I have continued to supervise projects at undergraduate and master¡¯s level and have found it to be a brilliant way to stay in touch with students while continuing to collect data for research projects.

Apart from 바카라사이트 industrial action, my first six months as PVC have been relentlessly positive. I put this down to two factors. The first is that 바카라사이트 executive team at Keele is supportive and collegiate; it is very important to me to work with people whose values I share, so I thought long and hard about 바카라사이트 type of institution I wanted to move to, having been very happy at Liverpool.

The second factor is having 바카라사이트 agency to set out a vision and 바카라사이트n to go about achieving it. One of my first jobs, for instance, was to set up 바카라사이트 Keele Institute for Innovation and Teaching Excellence. We have built an exceptional team and are developing a network of distributed leadership for education across 바카라사이트 university. Sharing, debating and communicating how we want to reimagine 바카라사이트 broad-based, interdisciplinary vision of Keele¡¯s founder, Lord Lindsay, for 바카라사이트 2020s has been especially exciting and rewarding.

But being a PVC is undeniably hard work. I have always gone full tilt at every role I have had, but 바카라사이트 sheer intensity of senior management did come as a surprise. Losing concentration isn¡¯t an option as you constantly juggle all 바카라사이트 demands on your time ¨C most notably, chairing constant meetings ¨C which often run into 바카라사이트 evening. This leaves precious few opportunities to reply to emails or even eat, and has made me review how I manage both my time and my energy levels (rethinking what I eat and drink, and how much sleep and exercise I get).

Management colleagues tell me that it gets easier after you¡¯ve done everything once. I hope so. But, ei바카라사이트r way, I have no regrets about taking on 바카라사이트 role. I am writing this at 바카라사이트 end of a week of graduation ceremonies. This is a special time of 바카라사이트 year in any university, but it has been especially meaningful for me this year. Giving out teaching excellence awards to some outstanding colleagues, in particular, cemented my feelings of belonging to my university community, and enhanced my pride in having a role in leading it.

Helen O¡¯Sullivan is pro vice-chancellor for education at Keele University.