Please note: This story reflects the personal experience and perspective of its contributor. Academic careers vary widely, and others may experience different challenges and opportunities. 

Career Story 

Over the course of my career, I have transitioned into senior leadership roles within my institution, initially as Head of School, then as a Faculty Director and currently as Deputy Vice President for Research.

Looking back, I would advise my younger self to be more deliberate and clear about the extent to which I wished to balance senior leadership with research and teaching. I do not regret the direction my career has taken. However, I think I could have thought more carefully about the longer term consequences of that balance.

There are examples of colleagues who effectively combine senior leadership with continuing excellent research and innovation or impact. It can be done. I would also say that some colleagues assume they would not enjoy or be effective in senior leadership roles. In many cases, that will be the right judgement for them. However, there are also individuals who, despite initial doubts, find that they enjoy these roles and derive real satisfaction from them.

It is always difficult to assess the extent to which one has achieved meaningful impact. That said, I have been fortunate to work alongside excellent academic and professional services colleagues who are deeply committed to research culture. Many undertake these roles voluntarily. Their orientation towards collective impact and supporting specific communities of colleagues and students is both inspiring and, in the current context of challenges facing universities, more important than ever.

Letting go can be difficult. There is a need to prioritise, and learning to say no does become easier over time. In my case, I now undertake considerably less research and teaching than I once did. That shift is part of the responsibility that comes with senior leadership.

Building networks has always been important, but perhaps never more so than now, particularly given changes in research funding. The most effective networks are those with a clear shared purpose, where all contribute towards a common endeavour and where there is genuine reciprocity. Networks can succeed even where members have very different outlooks and approaches, provided there is a shared goal to focus on.

Senior leadership can be daunting. One thing I did not fully understand at the outset was the level of support that is available. Leadership can also be demonstrated at all career stages and in a wide variety of ways.

Reflections I would offer now 

• Be deliberate about how you balance leadership, research and teaching. Think carefully about the longer term consequences of that balance.
• Do not assume senior leadership will not suit you. Despite initial doubts, some people find deep satisfaction in these roles.
• Senior leadership can feel daunting, but there is often more institutional support available than you realise at the outset.
• Letting go of previous roles and activities is part of progression. Prioritisation and learning to say no become essential.
• Collective impact and strong research culture matter more than individual achievement alone.
• Networks are most powerful when rooted in shared purpose, reciprocity and a clear common goal.
• Leadership is not confined to formal titles. It can be demonstrated at many career stages and in many different ways.