“A good manager doesn’t solve problems. That was a real eye-opener.” Universiteit Utrecht, a discussion about the first steps in leadership

Source: institutional website, Nederlands

Leadership: some colleagues aspire to it, while for others it’s simply part of their role. At the university, leadership was long considered a secondary concern, but initiatives like “Recognition and Rewards” are changing that. This is also the case at Utrecht University. Since 2022, more than three hundred professors and other senior leaders have completed the “UU Leadership Track.” For colleagues new to leadership, the mandatory development program “Essentials of UU Leadership” has been in place since April.

Part I of a conversation about the new development program and starting out in leadership with three participants from one of the pilot groups: Inge Wissink, Joyce Smit and Slinger Jansen. Over the past few months, they—along with nine other colleagues—have learned about the university’s leadership principles and topics such as inclusive leadership and effective communication.

You all started your careers in non-managerial roles. How did leadership come your way?

Joyce: My team was reorganized, and a new role for a department head emerged. At first I thought: who would be crazy enough to do this? But someone was needed to ensure a well-connected team. I already had a good relationship with my colleagues on the team, so this actually seemed like a great challenge and an opportunity to broaden my development.

Inge: I was a thesis coordinator at another university but was ready for a new challenge. Then I saw a position in Utrecht that offered more opportunities for advancement. The managerial role also appealed to me. I already knew the team and liked the culture in Utrecht. That’s how I made the move.

Slinger: For me, it was a very traditional path. As a researcher, you’re on your own for a long time. Then, for the first time, my grant application was approved, and I was assigned a doctoral student to supervise. As a researcher, you’re just expected to know how to handle that.

A good manager doesn't solve problems. That was a real eye-opener.

To what extent did the development program help you fulfill your leadership role?

Inge: I was really relieved to find out that other people were struggling with it too. And I quickly realized that everyone is grappling with the same issues. Many people had trouble balancing tasks, roles, and perspectives: we’re caught between execution and management. And we’re all used to wanting to solve everything.

Joyce: You also want the best for everyone. So if you can eliminate problems, you quickly assume that’s what’s best. But that actually robs people of experience, Slinger adds, it’s actually better when people come up with a solution themselves and get to work on it.

Inge: A good manager doesn’t solve problems. That was a real eye-opener for me. You first need to make the common goal very clear. Everyone must also commit to that goal. This is often overlooked. Then you set the parameters, and a team can come up with solutions on its own.

Joyce: You also really need to step back. Dare to go for a bike ride one afternoon—that’s exactly what the trainer said. You need that rest; that’s when clear ideas come and you have the space to think: oh, that’s how I’m going to tackle this. And don’t take on too much. You can’t improve everything at once. A stressed-out manager isn’t helpful to anyone.

What was it like to go through the development program together with colleagues from across the university?

Joyce: I enjoyed the different disciplines the most. That way, you also learn more about the university. The variety of shared experiences and ideas was really enjoyable and valuable.

Slinger: I heard others’ stories during the course and often thought: what a job you have and what challenges you face! That really drives home the fact that we’re truly doing this together with 9,000 colleagues. I hope we’ll collaborate even more and embrace team science even more in the coming years.

Inge: And people felt comfortable being vulnerable. For example, because we always started with a check-in. How is everyone doing? That immediately created a very open atmosphere.

The first official cohorts of “Essentials of UU Leadership” have now begun. The development program is mandatory for colleagues who are new to leadership roles.