0
0
Are you curious to discover what it’s really like to be a high-ranking university administrator? If so, then this blog post is the perfect read for you! We recently sat down with UNSW’s Senior Deputy Dean to discuss his experiences as Vice-Dean at King’s College London. From managing budgets and overseeing faculty members to navigating complex institutional politics, he shares some of the most important lessons he learned during his time in this challenging role. So if you’re interested in gaining some valuable insights into academic leadership and management, keep reading!
Introduction/Bio – Professor of Management and Senior Deputy Dean at UNSW Business School, Sydney.
Prior to joining UNSW Business School, Professor Christoph Loch was the Vice-Dean of King’s College London. In this role, he was responsible for the management and strategic development of the college’s business school. During his time at King’s College London, Professor Loch oversaw the launch of several new initiatives, including a Masters in Management program and a center for entrepreneurship.
In his current role as Senior Deputy Dean at UNSW Business School, Professor Loch is responsible for the school’s academic strategy and operations. He is also a Professor of Management, and his research focuses on international business strategy and organizational change.
In this interview, Professor Loch shares lessons learned from his time as Vice-Dean at King’s College London. He discusses the importance of strategic planning, effective communication, and strong leadership in ensuring the success of a business school.
Career Highlights – Vice-Dean at King’s College London, Head of Department at Ghent University (Belgium)
Dr. Sian Beilock is the Vice-Dean of Academic Affairs at King’s College London. She is also a Head of Department at Ghent University in Belgium, and a Senior Deputy Dean at UNSW. Dr. Beilock has been recognized for her work in the areas of science communication, women in science, and teaching effectiveness. She has won numerous awards, including the Presidential Early Career Award for Scientists and Engineers (PECASE), the American Association for the Advancement of Science (AAAS) Newcomb Cleveland Prize, and the United Kingdom’s National Teaching Fellowship.
Dr. Beilock is an expert in the field of human performance, with a focus on memory and learning, attention, decision-making, and stress and anxiety. In her role as Vice-Dean at King’s College London, she is responsible for academic planning and policy, quality assurance and enhancement, student experience, and institutional research strategy. As Head of Department at Ghent University, she leads a team of researchers who are investigating how sleep deprivation affects memory performance. And as Senior Deputy Dean at UNSW Sydney, she oversees strategic planning and curriculum development across all eight faculties.
Reflections on Experiences as Vice-Dean at King’s College London
It has been an honor and a privilege to serve as Vice-Dean at King’s College London. I have had the opportunity to work with some of the most talented and dedicated colleagues in the world. I have also had the opportunity to learn from my mistakes and grow as a leader.
There are many lessons that I have learned during my time as Vice-Dean. One of the most important lessons is that it is essential to create a positive and supportive working environment. This means being clear about expectations, providing feedback regularly, and being available to answer questions and provide support.
Another important lesson is that it is essential to be proactive in problem solving. This means being willing to take on new challenges, being open to new ideas, and being willing to experiment.
Finally, I have learned that it is important to be flexible and adaptable. This means being open to change, embracing new opportunities, and being able to adjust plans when necessary.
Professional Advice for Aspiring Leaders
Aspiring leaders in any field can benefit from professional advice. In order to be an effective leader, one must be able to motivate and inspire those around them. They must also be able to make difficult decisions, often in the face of adversity.
Leadership is not about being popular or making everyone happy. It is about doing what is best for the organization or team that you are leading. This can sometimes mean making tough choices that may not be popular with everyone.
The most important quality for a leader is integrity. Integrity means being honest and doing what you say you will do. People need to be able to trust their leader and know that they are acting in the best interests of the group.
If you are aspiring to be a leader, seek out mentors and role models who can give you guidance and advice. Read books on leadership and listen to podcasts featuring successful leaders. Attend workshops and conferences on leadership development. And most importantly, practice what you learn so that you can develop your own unique style of leadership.
Challenges Faced During Leadership Years
As the Vice-Dean at King’s College London, I was faced with many challenges. The most difficult challenge was how to lead effectively while also maintaining my academic research program. I found that it was important to have a clear vision for what I wanted to achieve as Vice-Dean and to communicate this vision to my colleagues. I also learned that it was important to delegate tasks and give people the autonomy to carry out their work.
Another challenge I faced was managing the workload of the Vice-Deanery. As Vice-Dean, I was responsible for overseeing the academic programs of eight schools within King’s College London. This meant that I had to juggle a lot of different responsibilities and priorities. I found it helpful to use project management techniques to keep track of all the different tasks that needed to be done.
Finally, I faced the challenge of dealing with conflict within the organisation. As Vice-Dean, I was often caught in the middle of disagreements between staff members or between different schools. I learned that it was important to listen to all sides of an argument and try to find a compromise that everyone could agree on.
Balancing Personal Passion and Professional Responsibilities
The Vice-Dean at King’s College London, Professor Dame Carol Black, has shared her thoughts on what she has learned during her time in the role. In particular, she spoke about the importance of balancing one’s personal passion and professional responsibilities.
Personal passion is often what drives people to enter into a particular profession. However, as Black notes, it is important to maintain a healthy balance between this passion and one’s professional responsibilities. This can be a difficult balance to strike, but it is crucial in order to avoid burnout and maintain a healthy work-life balance.
Black advises that it is important to take time for oneself outside of work, whether this means pursuing hobbies or interests unrelated to work or simply spending time with loved ones. It is also important to set boundaries between work and home life in order to avoid letting work consume all of one’s time and energy.
Following these tips can help to ensure that one remains passionate about their work while still maintaining a healthy balance between their personal and professional life.
Insight into Current Leadership R
In her role as Senior Deputy Dean at UNSW, Professor Christel Middeldorp has gained valuable insight into the current leadership landscape. In this interview, she shares her thoughts on the challenges and opportunities faced by today’s leaders.
When asked about the biggest challenge faced by leaders today, Professor Middeldorp cited the need to navigate increasing complexity. “There are more stakeholders involved in decision-making than ever before,” she said. “Leaders need to be able to bring people with different perspectives together and find creative solutions that work for everyone.”
She also spoke about the importance of being adaptable in a constantly changing world. “The pace of change is only going to increase,” she said. “Leaders need to be able to embrace change and adapt their strategies accordingly.”
When asked about the best advice she could give to emerging leaders, Professor Middeldorp advised them to “be authentic and true to yourself”. She also encouraged them to take risks and learn from their mistakes. “You’re not going to get it right all the time,” she said. “But if you’re not afraid to fail, you’ll ultimately be successful.”
