We are living at a time of heightened uncertainty. Geopolitical tensions are escalating. The United States administration is making sweeping changes to research funding and international collaboration. And the ripple effects are being felt across the global scientific and research community.
According to World University News, We’re facing a crisis of scientific integrity, with generative AI tools making it ever easier for paper mills to produce fraudulent academic studies for profit at scale. And we have AI developers ignoring copyright and IP law and taking creative content to train large language models.
In times like these, leadership is tested in new and often uncomfortable ways.
If the past few years have taught me anything, it’s that leadership isn’t about having all the answers or the best-laid plans. It’s about responding and adjusting in real time to events that are often outside of our control.
These are threats to science itself. We need greater engagement and cooperation, or outcomes will be suboptimal.
There’s no set playbook
I’ve also learned that leadership means knowing when to change course. We’ve had to make difficult decisions, including walking away from a recent technology partnership that didn’t deliver. It wasn’t easy, but it was the right decision. And it was only possible because we’ve built a culture where changing direction isn’t seen as failure but as learning.
In times of uncertainty, flexibility and resilience are just as important as strategy. The best way to make sure our organisation is protected from whatever threat is around the corner is by making sure we’re resilient – thinking positively about setbacks and adapting as we go.
It’s important to try and plan for potential risks, future challenges and opportunities, but we have to stay flexible around those plans and improvise where necessary. When we don’t know what’s around the next corner, an overly rigid plan will just break.
People and change
The most important thing to consider as a leader is how we bring colleagues along on the journey. How can we create environments where teams feel heard and valued during periods of transition?
Making change sustainable involves two-way conversations, but in a fairly large organisation like ours, you can’t have individual conversations with hundreds of people.
So providing regular, transparent communication channels such as team briefings, surveys and open forums ensures people understand the change, the rationale for it and what’s next, and there are plenty of opportunities for them to ask questions and give input into our change actions.
Listening actively and responding thoughtfully builds trust and safety. I also think it’s very important to recognise contributions and celebrate progress – and to acknowledge individual and team efforts, particularly during periods of uncertainty, and ensure people’s work is seen and appreciated.
Celebrating progress, however small, helps sustain morale and momentum. It also helps to reinforce the idea that change can lead to positive outcomes. I find that creating a positive mindset around change really helps.
Finally, I want to lead with humility, empathy and support. Leaders shouldn’t be afraid to show their vulnerability versus feeling like they have to have all the answers. No one has all the answers, and anyone who thinks they do is going to be setting themselves up for a fall. I try to use the combined wisdom of our teams to come up with solutions and not be afraid of failure.
A supportive, inclusive environment is essential, and offering access to professional development, well-being resources and clear guidance ensures people feel valued not just for their work, but as individuals.
Change isn’t episodic any more
I used to think good leadership meant having a grand plan and sticking to it. Crisis has taught me that good leadership often means knowing when to pivot and having the humility to admit when something isn’t working. Change isn’t episodic anymore. As an organisation, as people, we need to be constantly evolving, continually improving and iterating.
Even when you’re doing everything right, it’s going to feel uncomfortable because of that. Whether it’s political instability or technological disruption, the next challenge is always just around the corner. But I don’t see that as a threat. I see it as the new reality of leadership – one that demands a willingness to grow together.
World University News
