Lean in! Take a seat at the table! Show the will to lead! Women are often told that this is the way to get ahead in the workplace and overcome inequality. So, what opportunities are available for women in academia to lean in? We know that, within academia, women are more likely to be asked, and to take on, so-called service roles. These roles might indeed lead to a seat at the table, but research shows that these roles are often under-valued when it comes to career progression. But if you’re asked to take on a leadership role – or if, like me, you actually like academic leadership – how can you ensure that ‘leaning in’ enhances your career?
Here are six ‘top tips’ gleaned from my experiences:
1. Be selective
In academia, women are more likely to be asked to take on more ‘nurturing’ roles. This often reflects commonly held stereotypes about what both women and men are ‘good at’. But I’ve found that academic leadership works best if you’re genuinely passionate about your role. When I took on the role of Director of Education in 2012, I truly believed that we could do things better in the department and wanted to focus my energies to improve the student experience. For other people (and I’m going to name drop some of my amazing colleagues here) their passion might be promoting increased access to higher education (Lisa Leaver – also speaking in Soapbox Science Exeter 2019) or promoting women in science (Safi Darden – one of the amazing Soapbox Science organisers).
If you’re asked to take on a leadership role, don’t be afraid to negotiate (especially if it’s clear that none of your colleagues want the role!). Many women don’t negotiate because they recognise, consciously or subconsciously, that negotiating is fraught for women in ways that it is not for men. Indeed, research suggests that women are equally likely to negotiate than men (e.g., asking for a raise), but are much less likely to be successful. Sadly, you are unlikely to get a pay raise for taking on an academic leadership role, but you might be able to negotiate for other benefits, such as a period of study leave at the end of your tenure or additional research support or access to training opportunities (e.g., the Aurora program).
Full disclosure here: I am very bad at delegating…but this was one of the key lessons I took from my first leadership role as Director of Education into my second role as Director of Research. There are many reasons why it’s important to delegate: if you don’t, and you try to do everything yourself, you will burn out! But delegation is also about communicating trust and confidence in the people around you – that you believe that they will do a good job (even if it’s not exactly the way you would do it!). Delegation is about empowering others. So, if people offer help – take it!
4. Say no
Full disclosure again: I find it very hard to say no…but we (women) need to do it more often. Throughout my career, I’ve often been rewarded for saying ‘yes’ – sometimes this has led to new collaborations or opportunities and people like you more if you do. But as you progress in your career, saying no to some things allows you to say yes to other things. In the last year, I’ve had a ‘no support group’ with some of my friends – each week we share the tasks we’ve said no to, and we congratulate each other on how we’ve protected our time or saved ourselves from a future obligation.
5. But it is OK to say yes
As I’ve said, I find it hard to say no, and often end up saying yes. I confessed this to my ‘support group’ and my very wise friend noted four considerations when deciding whether to say yes. First, could the person do it themselves, even if it’s inconvenient or difficult? Second, can you do it without neglecting your own responsibilities, relationships, or self-care? Third, are you happy to do it or will you resent it later? Finally, will it help them to be independent or will it make them more dependent in the future? By thinking about these questions, you might find yourself saying yes to optional tasks, but you will be more mindful about it.
6. Do it well
To return to the idea of ‘leaning in’, it’s not enough to take your seat and keep it warm. For academic leadership to enhance your career, you need to get stuff done and make a difference. When you take on a role, take time to think about how you can make your workplace a better place (however you define better) and how you can achieve it. Make sure that your achievements are visible (to help your career) and ensure that you’ve put structures in place that will make any impact sustainable after you leave the role (see #3).
Being an academic leader is one of the most exciting and rewarding parts of my job – every day I feel like I’m making an important contribution to my discipline and I get to support my colleagues, especially early career researchers, to achieve their goals.
- Guest post by Joanne Smith (Twitter: @jorosmith)
Joanne Smith is an Associate Professor and Director of Research in the School of Psychology at the University of Exeter. She was also Director of Education from 2012-2014. Joanne studies how the groups that we belong to influence our behaviour and how we can harness insights from social psychology to promote behaviour change. She studies social influence and behaviour change across multiple domains, with a focus on health and sustainable behaviour. Joanne will take part in our Soapbox Science Exeter event, on Saturday 29th July 2019. There she will talk about “With friends like these: How groups influence our behaviour for better…or for worse”.
This blog post is previously published on Soapbox Science
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