It may be the season for giving. However, it looks unlikely that universities will find a gift-wrapped solution to their financial worries under the tree anytime soon.
There are busy times ahead for the higher education sector, what with boosting the economy, solving the evils of social injustice, and restoring civic accord to our troubled nation – as the government appears to expect. Realistically, however, most higher education institutions will be operating with reduced numbers of employees and leaner resources, for the foreseeable future. So, it is not entirely clear how this all adds up.
In a “more for less” environment, the institutions that will survive, perhaps even thrive, will be those that are able to get the very best out of each individual. What universities urgently need, therefore, is outstanding, engaged leadership.
Beyond the executive suite
But just to be clear, when I say “leadership”, I am not talking about stronger, tougher, more detailed decision-making at the top. With the best will in the world, the ten people who sit in the executive suite on a Tuesday morning with a pot of coffee can only do so much.
However, what can have a transformative impact on organisations is a willingness to mobilise, align and empower a distributed network of leaders at every level of an organisation to motivate, support and develop their staff, so that everyone can achieve more.
This isn’t a new idea. From Peter Drucker in the 1960s, through to more recent work by Martin Seligmann, Michael West, Brené Brown, and many others, the published wisdom on organisational psychology tends to show that command-and-control styles of directive authority are less effective than positive and collaborative methods of leading that harness knowledge and creativity across an organisation. This is especially so when responding to cultural issues and “wicked problems”. We might have a few of those.
This is not to say that everyone should get a vote on everything all the time. Nevertheless, the working principle that, within agreed limits, decisions should be taken as close as possible to the actual activity is a good one – and might well save time, money and trouble.
Leadership skills
Nobody says this is simple. Devolving decision-making calls for high levels of trust, skill and communication across leadership teams and for attention to personal development. The Institute of Leadership, a membership organisation with 75 years of experience in this game, identifies 49 principles of leadership, ranging from adaptability, and dealing with conflict, to ethics, managing upwards and resilience. (Anyone who has ever chaired a department meeting will probably have required most of these abilities before reaching item four on the agenda.)
Cappfinity, a global talent lifecycle management company, deeply embedded in global industry with 20 years of research, lists no fewer than 80 key workspace skills, highlighting eight “altitude leadership” strengths: agile thinking, relationship navigation, accountability, self-insight, inclusive leadership, courage, strategic vision and change facilitation. Surely, more of these things in daily university life could only help, whatever the next big policy change might be.
As a sector, and with some external prompting, universities and other higher education providers have recently become much better at articulating, assessing and developing employability skills for students.
However, there’s still some way to go on helping staff to identify, understand and optimise their technical, cognitive and behavioural strengths (to borrow a taxonomy from Cappfinity). Of course, some colleagues already display these skills; others clearly need to learn them. All too often, people in our organisations do have remarkable qualities and abilities, but don’t have the opportunities or the motivation to use them. These unrealised strengths constitute a potentially rich resource for universities, especially when other kinds of resource are in short supply.
Abi Parker of Cappfinity points out that tapping into these abilities can make a profound difference:
With skills development, at every level, everything starts with self-insight. What’s special about leadership development is that any positive movement is amplified, meaning that as a lever for improving organisational effectiveness, leadership development is a great place to start. This is especially true in difficult times.
The marzipan layer
If only there was a pan-institutional network of experienced colleagues able to communicate effectively, to take responsibility at local level, to promote strategic objectives, to motivate and support employees, and to innovate appropriately without excessive investment or risk.
Ah, yes. Right. So, the good news is that universities already have these highly developed internal structures in both academic and professional services teams, in the form of deans, directors, heads, section leads and their deputies. The bad news is that our large, bureaucratic institutions can sometimes ignore and elide what is going on at this level, or these leaders can end up overwhelmed and discouraged, unsure how to manage the apparently competing demands of their own staff and the senior team.
As Mark Smith, vice chancellor at the University of Southampton, observes:
The crucial layer of leadership in an institution is the senior leadership of academic departments and professional service directorates. If this layer is not trusted, empowered and sufficiently skilled there is relatively little those further up can do to bring about change.
This “marzipan layer”, as governance adviser Seamus Gillen of Value Alpha has memorably described it, may become more important than ever as universities navigate the more-for-less maze that lies ahead.
Not everyone loves marzipan, I know, but something has to hold together the crusty royal icing and the crumbly yet delicious fruit cake – just as someone has to localise change initiatives and restructures, to support individuals through difficult contract negotiations, to locate and realise efficiencies, to manage workloads, to resolve conflicts, and to ensure that somehow, against all odds, students continue to get the best possible education.
Thinking more expansively, if universities really are going to play a greater role in society, boost economic growth, drive new knowledge and be more active in cities and regions – I believe and hope they can – then it will be at the level of local leadership that new partnerships will be maintained, inequalities will be gradually eroded, and innovative models for education delivery will evolve.
As Gillen observes, for some people, the marzipan is the best bit:
Just because it’s squeezed in the middle doesn’t mean it’s all bad. If Deans and ‘Heads of’ could be empowered, and feel empowered, they could, would and can transform an institution’s future.
So, as you cut yourself a festive slice, consider that nurturing leadership competencies and behaviours at all levels of our knowledge industry might be the smart place to put your time and energy in the year ahead. Developing teams and individuals won’t provide a quick solution, but it will create the conditions from which future solutions for the sector can emerge. After all, we’re in the education business. Enabling and empowering people is what we do.
