Abstract
On this episode of the Management Lab sequence, Susanna Kempe, CEO of the Laidlaw Basis, speaks with Deborah Prentice, Vice-Chancellor of the College of Cambridge, about her management journey, the wealthy and uniquely complicated nature of Cambridge College, and the transformative energy of main with questions.
Appointed as Vice-Chancellor in 2023, Prentice introduced huge experience from Princeton College, the place she served as Dean of College and later as Provost. Prentice’s tutorial background is intensive: she holds a Bachelor of Arts in human biology and music and M.S., M.Phil. and Ph.D. levels in psychology. Her trailblazing work on pluralistic ignorance utilized to varsity alcohol use is a basis of quite a few campus alcohol schooling and bystander intervention programmes.
Reflecting on her journey, Prentice underlined the vital significance of curiosity in management. She shared, “I’m nonetheless asking questions. I don’t suppose I’ll ever cease asking questions…It’s grounded in a view of the way you lead, the way you produce change in organisations like this…you’ve acquired to begin with questions, at all times.” By actively listening and remaining versatile, she aligns management with the wants of the group she serves, embodying the Oxford Character Challenge Management Advantage of Collaboration.
Professor Prentice additionally mirrored on Cambridge’s distinctive complexity and richness, picturing the College as an unlimited and multifaceted constructing: “You’ll be able to enter Cambridge by means of many, many alternative doorways…there’s a way of limitless risk.” As Vice-Chancellor, she regularly strives to foster a vibrant, full of life setting to study, uncover and create information.
A key takeaway from her management philosophy is the significance of enabling others. Reflecting on the leaders she has recognized and witnessed in motion, she asserts, “In the event you’re telling everyone what to do, you’re defining the ceiling, versus the flexibility to allow others and produce them collectively in refined and implicit methods.” This underscores the significance of facilitating connection over a directive strategy.
This episode with Professor Deborah Prentice presents profound insights into the significance of asking questions and being curious concerning the individuals you function a frontrunner. It offers invaluable insights to these aspiring to steer with goal and openness, creating a long-lasting affect in a fancy world.
*Notice: one of many remaining questions requested by Susanna is from an upcoming Management lab episode that includes Fabio Piano, Vice-Chancellor of NYU Abu Dhabi.
Timecodes
00:22 – We discuss loads with our students about management being a journey, not a vacation spot. The place did all of it start for you?
02:27 – You spent 30 years at Princeton. How have you ever discovered transferring to Cambridge and what are the largest variations between US and UK universities that you’ve discovered up to now?
05:31 Are you able to discuss any of the largest revelations or classes that you just had both residing in France or now residing within the UK?
07:18 Are there any powerful issues you suppose your American colleagues may view in a different way than you do from right here?
10:50 What do you suppose are the professionals and cons of the complexity and richness of a college like Cambridge?
15:30 We’ve simply held our two annual students’ conferences. The theme was curiosity, and I used to be actually struck that you just spent your first few months asking questions. Why did you try this?
17:36 Had been there any goals you heard at Cambridge that shocked you?
20:26 Do you suppose that most individuals are conscious of simply what an financial contributor Cambridge is?
22:06 What are you hoping the federal government would do now that they recognise the significance of the college sector?
23:14 How do you steadiness the necessity to conform to and rejoice traditions in an establishment that has been round for therefore lengthy similtaneously guaranteeing that the college is match for the long run?
25:05 One of many first belongings you launched have been the Vice-Chancellor’s dialogues to create a discussion board for tough topics. Are you able to discuss extra concerning the motivation to do this and the way they’re going?
28:28 There’s plenty of dialogue concerning the glass cliff and girls being appointed to roles in moments of disaster. What do you consider that?
29:45 – A 12 months in the past, I used to be talking to Linda Doyle, the Provost of Trinity Faculty Dublin, about the truth that we thought academia had possibly moved forward of the company world in having extra girls leaders. Quick ahead a 12 months and 4 superb Ivy League presidents have now stepped down, three changed by white males. Is that this a blip, or have we simply taken a serious step backwards?
32:09 – You’ve clearly met plenty of world leaders. Are you able to discuss any who you significantly admire and why? What are the management traits of these whom you most admire?
39:22 – What can be a very powerful a part of the way you construct the following model of upper schooling that helps the world?
41:25 – What brings you probably the most pleasure?
41:49 – What would you prefer to ask the following Vice-Chancellor?
