A lot of people in academic life wonder – no, they openly question – why anyone would want to be a head of department. It’s thankless, relentless and powerless. But there’s also more to it than that; being HoD is about people and culture. I’ve enjoyed it.
Below are some things I’ve learned over three years in the job. They’re not ‘how to do it’, because any of my colleagues will attest that I messed up, pissed off and muddled through, at least as much as anyone would. But anyone, also, can learn.
- Trust your colleagues
Why? Firstly, consider your options. Not many heads of department are blessed with the kind of power they might, in moments of late-night sociopathy, wish to have. So mistrust might lead to nothing more than antagonism and passive aggression, grinding on month after month. I think we’ve all seen how that works.
Secondly, they deserve it. Universities are full of driven, professional people: to use a totally made-up statistic, 99.2% of academics want to do a good job. It’s just that – and vice-chancellors tend to forget this – sometimes we can have a funny way of showing it.
- But the value of signposts
But let’s not confuse trust with a lack of direction. Higher education is awash with metrics and targets – REFs, TEFs, and so on – and we all have to be sensitive to that context. My junior colleagues, in particular, work towards challenging probation goals. But it’s also worth remembering the basics. Any department will do ok if it appoints carefully, mentors sensitively and promotes appropriately.
- And signs pointing in new directions
The dimensions of success in an academic career have shifted – stretched – in recent years. Perhaps most notably, impact-oriented work can absorb huge amounts of time, but if we get it right the rewards can be equally substantial. More than ever before, heads need to be alert to the different ways in which careers can take shape, and be ready to support and advance them accordingly.
- The people stuff
Shit happens, to everyone. As head of department, you see and hear stuff that would normally pass one by: parental deaths, caring responsibilities, illnesses, miscarriages. It’s humbling, really. You learn that good people can’t always be at their best.
- It’s amazing what you can’t do
I came to the headship after a spell as associate dean. That’s a wonderful role: you dream up all sorts of new policies, then leave others to make them happen – or not. I changed the world for a few years there.
But being head of department is different, because other people – the departmental directors of this and that – tend to have their hands on the policy levers. So affecting change is perhaps more about trying to set a tone, supporting the right people, nudging things along, and maybe choosing just one or two personal crusades along the way. It can feel like you’re doing bugger all; and maybe sometimes that’s just about what you should be doing.
- The value of rails
It’s also a job in which one appreciates the value of keeping everything moving roughly in the right direction most of the time. In an age when managers are all expected to be strong and strategic – shaking things about and breaking some of them along the way – just keeping things on the rails can be an under-rated skill.
- Also surprising what you can do
Heads of department end up on a bunch of committees. University committees get a bad press, but they’re rarely completely pointless, and in my experience most senior managers actually want to hear what colleagues in departments are thinking. Furthermore, in my experience an awful lot of shit gets waved through committees because people in the room can’t be bothered to read the papers. Hence anyone can make things happen – or unhappen – in the interests of his or her department, simply by being one of those who do.
- You can’t have a great department without great students
This is not to say we all need AAA students, but a culture of engagement makes a huge difference. Anyone involved with students knows that the ‘customer’ discourse is 90% bullshit; students are working harder than ever, and they are often deeply invested in their departments. If academics organize an event, a handful of students might show up; if students organize the same event, they will fill the room.
- No department is an island
I’ve worked in departments run like insular nation-states, complete with independent legal systems and customs-checks at the borders. But today education and research are both more interdisciplinary and multidisciplinary than ever: have a look at the growth in programmes like liberal arts; have a think about the trajectory of external research funding schemes. So while any head is expected to argue the department’s case for resources, there’s always a wider context. To recognize that is not necessarily to be weak.
- I’ve had it easy
For any head of department, the next three years are likely to be tougher than the last. The wheels of the REF will be cranking into action now that we’re getting clarity on the rules, while subject-level TEF is likely to become a reality. Meanwhile competition to land student numbers is becoming more ever more intense. Heads will find themselves in some challenging conversations, with both colleagues and senior managers.
- If you start a blog, choose a title that will last
‘Head of Department Blog’ was a nice title at the time, but what the hell do I do now? ‘Dean of Postgraduate Research and the Exeter Doctoral College Blog’ just doesn’t cut it. I’d appreciate suggestions, but I’ll continue one way or another, and I’ll be very grateful to readers who stick with me. Thanks, as ever, for reading and sharing.