News Archive

By Winthrop Professor Shelda Debowski

For nine years I have led Organisational and Staff Development Services (OSDS), supporting the University’s on-going learning, development and change strategies.

After many years of being a faculty-based academic, this shift to a senior leadership role in a central service area has proven to be a particularly rich experience. Shortly I will assume a new role at the University of Notre Dame Australia. In the midst of packing, here are some final reflections that I will be taking with me that may also resonate with you. Even bad times can generate good. After a honeymoon first year I encountered three very torrid years as I experienced the harsh reality of institutional politics. It was a tough time for my team: forcing us to think carefully about our work, accountabilities and evidence of success. Following a difficult restructure we developed a new focus: to establish the country’s leading higher education development service. I am pleased that my legacy is a unit that provides very strong support for academic and leadership development, organisational change, cultural and team building, in partnership with faculties and departments. If you face change, see it as opportunity and a time for self-reformation.

Be innovative. Be ambitious. Take risks. This is an institution that encourages people to be adventurous and to seek new frontiers. In my time at UWA I have led national and international projects and societies, established a voice for academic development and built an amazing network of international colleagues. My recent Churchill Fellowship was a particular highlight. Look for the many ways you can make a difference and enrich your work. The University is a generous supporter of those who seek to excel, but we have to be the prime movers in making it happen.

Make time for learning. Across UWA there are many individuals who embrace learning, recognising its critical function in advancing their identity and roles. They are selfr-eflective, open to new insights and keen to build improved conceptual frameworks. Conversely, I also see people saying they have too little time to learn new skills or build networks. This makes their journey much harder and less rewarding. Take time to learn. The University is a generous source of guidance. Use it to the hilt.

Be a strategic careerist. Make sure you maximise your potential: be very clear about what counts in your particular career. In my work I have been concerned at the lack of a coherent career strategy that many display. Career management relies on the individual having a clear sense of direction and focus, and setting realistic and informed goals. Each individual needs to identify their critical paths, options and strategies to reach those goals. The PDR and PAR are useful tools to commence this process and encourage stronger supervisor engagement.

Build your mentor portfolio. Across the world mentorship is seen as the most critical success factor in building a good career – particularly for academics. While UWA offers some good programs, the embedding of this principle into the fabric of the University needs to be further strengthened. Mentoring needs to be part of every community and freely offered. If you are a potential mentor – don’t wait to be asked: offer to mentor those you see needing support and guidance. If you don’t have a mentor, find one soon! It is your Number One priority.

Good leadership is critical. Good leadership plays a key role in encouraging constructive and innovative communities. We have been very fortunate in the remarkable people who are guiding many formative changes across UWA. These leaders have themselves embarked on personal journeys to better understand themselves and their impact, particularly through attending programs, seeking expert facilitation and learning from leadership diagnostic tools. We have seen whole faculties and groups shift markedly – particularly when they embark on the journey together. Each of us plays a leadership role in our own particular contexts. How are you doing as a distributed leader? How do you know? These are key principles I have seen reflected across UWA. They may assist you in thinking further about how you are positioned for success. Have faith in yourself, aim high and don’t give up. Even if the politics sometimes make it hard.

Published in UWA News , 17 September 2012