Lead with purpose, not position | Dr Diana Beech

Diana Beech, guest · [03:02]So first off, I should say that I never expected or even thought about going into policy of any kind when I started out. I started off life in academia. I went straight through from my undergrad studies to my master's and my PhD. And then I was lucky to get three successive postdoctoral research positions. The first in Canada at the University of British Columbia, then in Germany at the Technical University of Berlin, and then finally back in Cambridge where I did my PhD as well. And it was, it was this last position that I really call my transition moment or my career epiphany, if you like. Because what I did was I answered a call which was looking for a researcher to investigate the values driving European science at the time. Now, before I got to this point, I can honestly say that I, I'd never given a thought to how science policy works. But hey, look, I got the job. I started work on the project and I was hooked. Within weeks, I found myself going to Brussels. I was talking to policymakers from the European Commission and lots of different member states. And I suppose I just got bitten by the bug. I realized very quickly that there's a world out there waiting for insights and expertise. And You really do have an opportunity to make an impact quickly, and certainly more quickly than academia sometimes. So it's at that point that I really made that conscious jump to pursue a career in policy. But I should say for everyone listening as well, that it wasn't easy at the start either. I think just as early career academics can lament the fact that they have quite precarious employment terms, you know, short-term contracts, living hand-to-mouth on research grants. It was really the same for me when I moved into policy at the start as well, because I really found myself repeating that postdocing experience again. But this time I had to build up that portfolio in policy through research, through influencing, through advocacy, through lobbying.

Diana Beech, guest · [08:28]I mean, look, I'm not going to lie, it's daunting. There's not a day goes by without me feeling the weight of expectation that's on me to create something successful. Not only because of my past career successes, I was lucky to turn London higher around in my last job. But, you know, the financial climate for universities in the UK is quite precarious at the moment. And so I'm always aware that the university is taking a risk by investing in this initiative. And so I've got to get it right and I've got to deliver for them. That said, the weight of expectation aside, it is an enormous privilege to be entrusted with the task of building this institute, and it's been really fascinating for me over the past few months just to learn what everyone is up to inside the corridors of the university. I know I'm not going to be short of experience to showcase to the world when we finally get going properly. In terms of coming to something from scratch, I really do think it's liberating because there is no blueprint to follow. In my last job, I came to the job of CEO, 20 years into the organization's history, and so I found I spent quite a lot of time wondering why things were as they were and why it wasn't so easy to shift perceptions, but I don't have that with this job as I'm starting from scratch. So this gives me much more freedom to shape something from the outset, but it also means that every decision I take matters. From shaping the vision of the institute to carving out our niche in the wider policy landscape, I have to get it right. And in terms of the biggest surprise for me, I suppose it's been how quickly people have actually rallied around the idea. I think it's no secret that the higher education sector isn't really known for embracing change. I've been warned time and time again that universities can be quite, you know, change-averse. But actually, since I've been doing this job, I've been struck by the appetite for fresh thinking and the willingness of colleagues, both within City St George's, but beyond as well, to support something new. I think it's really reminded me that there's a willingness to innovate in the sector, but sometimes, you know, it just needs that spark, it needs someone to get it going, it needs that space to breathe, and it, and it needs the right people to believe in it. And I'm proud to be part of that process, actually.

Diana Beech, guest · [13:53]So let, let me take a step back for a moment. I know that UK universities are hitting the headlines at the moment as a result of their precarious financial situation. Their costs are increasing as the real terms value of the funding they receive is declining. And something needs to change quickly before an institution topples. That's certainly the narrative that's out there at the moment. But I think we need to unpick that a little bit. I don't see the financial crisis as the challenge facing universities, but I see it as the result or a symptom of a far wider challenge, actually, and that is that universities have maybe lost their legitimacy and their relevance with society. I think over the past few years in particular, a lot of skepticism has slowly crept in about the value and the purpose of universities. Are they representing value for money? Are they out of touch with the communities around them? Are they stifling free speech? Are they teaching the skills that employers need? Are they being led and governed effectively? I could go on. I don't think any of these issues are unique to UK universities in particular, but what we've done here is we've let them mount up and we haven't really been good at countering any of them. We haven't got an answer for any of these questions. So I think what we've ended up in is a situation where the public is at best ambivalent about universities and the government, and that's irrespective of who leads it, it's not about politics, they just don't see any point in wasting any political capital in trying to help them when there are other things that the public cares about them. And if they deal with those other things, then they win votes. That's the currency of government. So really, we've got to win back the public trust and support first, because if we don't get that right, then we're not going to get the political help we need to get us out of our financial doldrums. now I know that seems all doom and gloom, but I do think there are opportunities in that too. I think the inflection point that you've just mentioned that we're at, it does present a chance for institutions to, to rethink what they're doing, to rethink their mode of operation, to redefine their core mission, and to articulate what they do best to society. This might mean doubling down on what their local region, their civic region needs, that sort of notion of a civic university, or it might mean thinking about forming alliances and consolidations in the sector that can enhance opportunities and research potential, and that's something we've certainly seen hit the news this week in the UK with the proposed super university between Kent and Greenwich. Now, there's no one-size-fits-all for the sector. I'm not saying that model will work everywhere, but we've got to try it. And I think whatever the solution is for those individual institutions, the ones that are trying something and the ones that can show they can refocus strategically and to communicate their value clearly, they're the ones Is that gonna have much more chance of getting public support and standing out in the crowd in what is really a contentious policy landscape at the moment.

Diana Beech, guest · [24:39]I know I've just given you a bit of a whirlwind, tour through my CV, but you might recall that I mentioned I was a program manager. Well, that was a job that wasn't for me. I realized very quickly when I started it, and I was surrounded by spreadsheets and critical path documents and all those technical things, that it really didn't play to my strengths, and I just wasn't interested in it. While I was busy having to track Project timelines and progress charts. I really was looking to the people over in the corner having those policy discussions thinking, that's where I want to be and I'll be much better at it. But the effect of that was that I saw myself becoming quite reserved in that job and I became demoralized and to the extent that I lost quite a lot of confidence and I didn't recognize myself and even my friends and family were commenting like, where's your energy gone? You know, you're not Diana. So I knew I needed to do something about it before it was too late and it, and it took a toll on my mental health to put it bluntly. Thankfully, I have a success story. I was lucky. I got a policy role at the Amazing HEPI. I loved the job and I recovered. But I, I realize now looking back on it that it could have easily gone the other way if I'd be, you know, been too shy or too proud to do anything about it. I was brave at the time. I gave up a job and not having anything to go to. but I knew I had to get myself out of it before it was too late. And I just, I'm, I'm flagging that because I don't think there's any shame and I don't want anyone to ever Feel an issue if they're in that situation. I think it's just as important in this life to learn maybe what you're not good at or what you don't enjoy, just as it is all the positive stuff. And you're right, we'll talk about the positive stuff, but we kind of gloss over that that we're maybe not so proud of. Well, we do need to take a little bit more ownership and have some courage to talk about it because, you know, it could make a difference for somebody else, maybe a bit younger in their career or, lower sort of down the line and that you don't want them stuck in a career that they're not going to thrive in.

Daniel Atlin, host · [29:27]What advice do you have for people who are considering a leadership role in a university or maybe with the government or, or another complex, purpose-based organization?

Diana Beech, guest · [29:38]My advice would be to lead with purpose and not position. I've said before that Complex organizations like universities, they're full of clever people. So that means leadership can't just be about authority or pulling rank, because everybody is going to be the same with not higher than you. So what you need is to have empathy and vision and compassion. You really need to be comfortable navigating ambiguity, balancing different competing priorities, and making decisions that serve not just your interests, but the institution and those of the wider community as well, and indeed for universities, the wider public good. I think you need to surround yourself with people who think differently, and don't be afraid to do that. You need to challenge yourself. And as you just said, don't be afraid to ask questions, because questions are really going to help you unpick those assumptions and move forward. And then I think finally, I have to say that you've got to remember that leadership is relational. You've got to build trust, you've got to actively listen to people, and you've got to make sure that you're communicating clearly in a way that resonates for them. And that's not one size fits all, that's communicating for different stakeholder groups. I think some of the most impactful leaders I've seen in my career are those that really actively empower others, that give others opportunity, they foster collaboration, and they create those spaces for innovation and ideas to thrive. It's not always easy to do, particularly in complex organizations, but it, it's incredibly rewarding when it does happen. So I think, perseverance is key.