OPINION: New vice-chancellors must take a careful and considered approach to balance progress and tradition.
When Claire Pollock takes the reins as vice-chancellor and president of Edith Cowan University in September, there will be no shortage of people on hand to offer advice.
Given Professor Pollock’s extensive experience as senior deputy vice-chancellor and provost at Western Sydney University, and past executive roles at Flinders University, she is well placed to hit the ground running.
Not dissimilar to the role of a chief executive in the corporate world, the VC is responsible for strategic direction, academic integrity, financial health and operational management of their university.
However, whereas a CEO emphasises market positioning and profitability, the VC focuses heavily on academic leadership, stakeholder engagement and maintaining educational standards.
VCs also navigate a complex governance structure and diverse stakeholder needs.
Professor Pollock will succeed Steve Chapman, who has been VC at the state’s youngest university since 2015, and under whose leadership ECU has experienced substantial growth and development.
The role of a VC comes with enormous pressure. The stakes are high, expectations immense and responsibilities far-reaching.
Added to this is an even greater sense of urgency to address existing and new challenges facing the highereducation sector since the pandemic.
This often prompts newly appointed VCs to make their mark too swiftly, setting them off to a rocky start marred by unexpected complications.
The result is often overwhelm and confusion, resistance and fatigue across faculties and among staff and students.
One of the biggest mistakes new VCs make when considering how to shape the institution is to overlook a university’s established culture.
The unique culture of a university, developed over many years, is a crucial element that must not be ignored.
Incoming VCs who impose new policies and cultural shifts without first understanding the existing culture often face significant pushback.
This resistance is often exacerbated by poor communication, which can lead to misunderstandings, rumours and mistrust.
Another common mistake is placing too great a focus on financial sustainability, which can lead to the neglect of academic excellence, the student experience and faculty development.
This narrow focus can harm the university’s overall reputation and effectiveness, further alienating staff and students.
In the rush to address immediate priorities, some newly appointed VCs also ignore the critical aspect of staff and student morale.
This oversight can lead to dissatisfaction across and within faculties, decreased productivity and higher turnover rates, combining to create a cycle of instability and inefficiency.
Change is inevitable in any institution.
However, many new VCs come unstuck because they fail to adopt an effective approach to change management, particularly in terms of communicating their vision, securing buy-in from key stakeholders, and navigating the complexities of institutional resistance.
Without adequate preparation and management, new VCs can face confusion and resistance to hamper the implementation of important changes and progress.
Another critical area often neglected is the building and maintaining of strong relationships with external stakeholders, including industry partners, government agencies and the local community.
This oversight can limit opportunities for funding, collaboration and community engagement, isolating the university from potential growth and support.
Perhaps the biggest mistake a new VC can make is to try to act on every piece of advice received in the first few months of their tenure.
When a new VC steps into the role, they are inundated with suggestions from various quarters, each reflecting different perspectives and agendas.
It is crucial, therefore, to develop the necessary judgment and separate actionable advice from mere noise.
This requires a careful evaluation of the source, context, and potential impact of the advice given.
By prioritising insights that align with the university’s strategic goals and addressing pressing challenges, while filtering out well-meaning but less-relevant suggestions, a new VC can focus on driving meaningful progress and avoid becoming overwhelmed by the sheer volume of input.
It is not the swift implementation of changes that defines success, but the careful and considered balancing of progress and tradition.
• Professor Gary Martin is chief executive officer of the Australian Institute of Management WA
