Why Leadership matters
Christine Abbott is a facilitator of Leadership Matters, the Leadership Foundation’s programme for senior women in higher education. Christine has has spent almost all her career in higher education, most recently as university secretary & director of Operations at Birmingham City University. Here she considers how women can achieve senior roles in the sector and how Leadership Matters can support this.
It is often said that success, in any walk of life, is less about what you know, than who you know. In our now extensively connected world this is increasingly true. Nevertheless good networks alone are rarely enough. Certainly successful leadership requires the ability to engage with people, to understand their motivations, and to recognise and develop their talents. But in addition, a sound bedrock of knowledge and experience are also needed. However the work environment is now so complex, and in such a state of continuing flux, that claiming to know enough to fully understand one’s organisation can seem a fanciful statement.
The tube map of universities
Navigating the current higher education sector, or even one’s own University, can sometimes feel more like travelling in the London underground than following the A to Z. A tourist in London might go down into the tube at Marble Arch, and pop back up at Westminster, and recognise the landmarks in both locations; but they may have little idea of the route between the two places, or what sits above ground as they travel through the tunnels. In our Universities this feeling of limited understanding can become a particular concern when colleagues move from one role to another, or from one department, faculty or service area to another. Moving between institutions or gaining promotion can exacerbate that consciousness of the blocks or blind spots in our understanding.
Why Leadership Matters
The aim of the Leadership Matters course is to fill in some of those gaps in understanding and knowledge, by looking at the frameworks – the strategic, financial, and governance frameworks – within which our institutions operate. Participants on previous cohorts have often been those who have gained promotion to middle or senior management positions, which bring them, perhaps for the first time, into a broader University arena, and feel there are gaps in their understanding of how the whole University entity fits together and functions.
The programme aims to help participants to get to grips with how their University operates, how it takes critical decisions, and the financial, legal, and reputational considerations that impact upon its decisions.
Module one, which is led by Gill Ball and myself, aims to ‘humanise’ some potentially dry topics, such as funding and finance, governance and decision making. Through practical small group work there will be plenty of opportunity for hands-on learning. Module one also includes a session led by a senior woman leader from the sector, on ‘navigating the organisation’. This session links the organisational perspective with the individual and personal, and provides the bridge into the Action Learning Sets and module two.
The second module, which is led by Rachael Ross and Sally Cray, focuses more closely on how to develop the personal impact necessary to be successful as a senior woman leader.
Impact of the programme
Leadership Matters is now being run for the eighth time, and from the outset the Leadership Foundation was keen for the programme to be women-only. The programme director, Rachael Ross, and the programme leaders have discussed a number of times the rationale for this, since as concerns module one, the topics discussed, and the approaches used, are gender neutral. Our conclusion, which has been reaffirmed after each of the cohorts that we have led to date, is that the women-only aspect of the programme enables a particularly rich and reflective quality to the discussions. This is most notably the case in the Action Learning Sets, and in module two of the programme, as colleagues draw upon their personal experiences of leadership and their leadership journey. As programme director Rachael Ross says: “We find that our senior delegates value a women-only programme. They are able to deepen their understanding of these key topics in an open, reflective way, challenge themselves to “claim” their unique leadership approach, and build a supportive network of women leaders right across higher education.”
It is the blend of the broad organisational perspective with the personal that makes this programme special.
At more junior levels in one’s career, the concern is primarily to be able to provide the answers to the questions you are asked. The more senior your role, the more important it becomes to know the questions to ask, how to ask them, and to whom those questions can and should be addressed. The Leadership Matters programme is designed to help female colleagues to identify both the questions, and the audience for those questions, and so to develop their confidence and effectiveness in their leadership roles.