In the world of academia, the role of a vice-chancellor is fraught with complexities and challenges. Having served as a vice-chancellor for 16 years, I can attest to the demanding nature of the position. My journey through the ranks of academia has provided me with a unique perspective on what it takes to lead a university effectively.
My career began as a deputy vice-chancellor, where I honed my skills under the tutelage of a seasoned leader in Wollongong. This experience was followed by my role as chair of the government’s principal advisory committee on higher education, offering me an external view of the sector’s intricacies. Subsequently, I served as senior deputy vice-chancellor at Monash University and later as vice-chancellor at Flinders University, before a decade-long tenure at the Australian National University (ANU).
The Complex Role of a Vice-Chancellor
Universities are unique institutions, characterized by a diverse community of creative minds engaged in teaching, research, and support roles. They are centers of knowledge and expertise, contributing significantly to the public good. As the American Association of University Professors aptly stated in 2017,
“Without knowledge no nation can govern its economy, manage its environment, sustain its public health, produce goods or services, understand its own history, or enable its citizens to understand the circumstances in which they live.”
Leading such an institution requires more than just experience within the academic environment. It demands a deep understanding of the university’s role in society and the ability to navigate its complexities. Unfortunately, recent challenges at ANU have highlighted the difficulties faced by leaders in this sector.
Lessons from Leadership
During my tenure, I witnessed the successes and failures of over 100 vice-chancellors or presidents. The role is a delicate balance of demands and exhilaration, where some leaders thrive while others struggle. The current situation at ANU, exacerbated by the COVID-19 pandemic, underscores the need for careful management and decisive leadership.
Reflecting on my experience, I would have approached the challenges differently. Regular communication with staff and students, engaging with unions, and maintaining a hands-on approach to financial management are crucial. A vice-chancellor must be the university’s spokesperson, making informed decisions and owning them, even when unpopular.
Governance and the Path Forward
The governance of a university is critical to its success. As a former board member of the Australian vice-chancellor’s committee and other prestigious groups, I understand the importance of strong governance. The ANU council is currently under scrutiny, and a governance review is essential to rebuild trust and reaffirm the university’s purpose.
ANU has the opportunity to emerge stronger by addressing these challenges head-on. It must make necessary changes at all levels, ensuring that the institution remains a leading Australian university. The alternative is unthinkable, and the stakes are too high to ignore.
As a former vice-chancellor and chief scientist of Australia, I urge the current leadership to learn from past experiences and chart a course that secures the university’s future. The challenges are significant, but with the right approach, they can be overcome, ensuring that ANU continues to contribute to the nation’s intellectual and societal fabric.
