A Common Challenge for New Academic Managers
Picture this: It’s your first few months as a line manager of academic staff.
You’re leading a departmental meeting, and you notice one academic sitting back, arms folded, not contributing to the discussion.
It happens again next meeting.
And the next.
They might disengage by remaining silent, turning up late, or simply not showing up.
What do you do?
For first-time managers, this can feel awkward and even frustrating.
Academic environments thrive on collaboration and debate—so when someone opts out, it can impact team morale, decision-making, and progress.
The good news? You can address this effectively with understanding, strategy, and communication.
This article offers practical advice, real-world examples, and learning exercises to help you turn disengagement into collaboration—without alienating your team.
1. Understand the “Why” Behind Disengagement
Before jumping to conclusions, pause and consider: Why might this academic refuse to engage?
Often, there’s a reason:
- They feel unheard: Perhaps they’ve voiced ideas in the past that were ignored.
- They don’t see value: Meetings might feel like a waste of time or disconnected from their role.
- They have personal challenges: Burnout, time pressures, or even issues outside work can affect their behaviour.
- They dislike conflict: Departmental politics can make meetings feel adversarial.
Case Study: Ahmed, a Senior Lecturer, stopped contributing during meetings because he felt decisions had already been made behind closed doors.
The manager assumed he was uninterested but later discovered Ahmed valued openness and transparency in decision-making.
Addressing his concern directly improved his participation.
Learning Exercise:
- Reflection Time: Think of a time you disengaged from a meeting. What caused it? Write down 2-3 potential reasons why an academic might feel the same.
- Action Step: Ask yourself: Am I creating an environment where everyone feels heard?
2. Address the Issue Privately and with Empathy
Directly addressing disengagement can feel uncomfortable, but it’s essential.
The key is to approach the conversation privately, calmly, and with curiosity—not confrontation.
What to Do:
1. Schedule a one-to-one meeting: Invite them for a chat in a neutral space like your office or over coffee.
2. Ask open-ended questions: “I’ve noticed you’ve been quiet in recent meetings. Is there something about the meetings that’s not working for you?”
3. Listen carefully: Give them time to explain without jumping in. Acknowledge their feelings.
4. Work together on solutions: Frame the conversation positively—“I’d like your input. What can we do to make meetings more useful for you?”
Case Study: Jane, a research-focused academic, disengaged because she felt meetings prioritised administrative tasks over research discussions.
By speaking with her privately, her manager restructured part of the meetings to include updates on research opportunities.
Jane began engaging because the meetings felt relevant again.
Learning Exercise:
- Role play: Imagine you’re speaking to Jane or Ahmed. How would you open the conversation?
- Action Step: Write down 2-3 questions that invite honest dialogue.
3. Make Meetings Relevant and Valuable
Sometimes disengagement isn’t about the person—it’s about the meeting.
If academics don’t see value in meetings, their lack of engagement is understandable.
What to Do:
1. Clarify the Purpose: Start each meeting by stating clear objectives: “Today’s meeting will focus on [X].” Avoid unnecessary or vague agendas.
2. Show Impact: Connect discussions to real outcomes. For example: “Your input on [X] today will shape the new module structure.”
3. Involve Everyone: Use techniques to encourage participation, such as:
- Round-table sharing: Ask each person for their view on a topic.
- Assign topics: Give disengaged academics a chance to lead or share updates.
4. Keep It Concise: Long meetings often breed frustration. Time box agenda items and stick to schedules.
Case Study: David, a teaching-focused academic, stopped attending meetings because they dragged on and felt irrelevant.
His manager implemented 45-minute meetings with a focused agenda and designated 10 minutes for teaching-related concerns.
David became a regular, vocal attendee.
Learning Exercise:
- Evaluate Your Meetings: Ask yourself:
- Are the meetings too long?
- Is everyone contributing?
- Does every agenda item connect to team goals?
- Action Step: Plan your next meeting with a tighter agenda and clear purpose. Share the agenda in advance.
4. Foster a Culture of Contribution
Creating an inclusive and collaborative environment is key to long-term engagement.
People are more likely to participate when they feel their voice matters.
What to Do:
1. Acknowledge Contributions: Publicly thank individuals for their input. For example: “Great point, Ahmed. Let’s explore that idea further.”
2. Rotate Responsibilities: Assign roles such as chairing the meeting, timekeeping, or note-taking. This encourages active involvement.
3. Create a Safe Space: Establish ground rules like:
- Respect everyone’s input.
- Encourage healthy debate without dismissiveness.
- Avoid interrupting others.
4. Follow Up on Ideas: Demonstrate that suggestions in meetings have real outcomes.
Follow up after the meeting with updates like: “Last week, Jane suggested [X]. Here’s how we’re moving forward with it.”
Case Study: A disengaged academic, Rebecca, felt her ideas were routinely dismissed.
The manager began actively inviting Rebecca’s thoughts and made a point to follow up on her suggestions.
Seeing her contributions acknowledged, Rebecca re-engaged and became a strong voice in meetings.
Learning Exercise:
- Set Meeting Rules Together: At your next meeting, spend 5 minutes asking the team to agree on ground rules for discussion.
- Action Step: Write them down and stick to them.
5. Take a Flexible Approach ⏳
Sometimes, full engagement in meetings isn’t realistic for everyone.
As a manager, recognise that academics cope with multiple priorities—research deadlines, teaching prep, administration and personal commitments.
What to Do:
1. Offer Alternatives: Allow input outside of meetings, such as through email or smaller group discussions.
2. Schedule Thoughtfully: Consider academics’ schedules—avoid busy teaching times or back-to-back meetings.
3. Be Realistic: Recognise that participation may vary. Focus on improving engagement gradually rather than expecting instant change.
Case Study: Tom, a researcher on a tight publication deadline, disengaged during term-time meetings.
His manager adjusted the meeting schedule to quieter periods and allowed Tom to contribute written input when he couldn’t attend.
Tom appreciated the flexibility and reconnected with the team.
Learning Exercise:
- Reflect on Flexibility: Ask yourself:
- Are meeting times convenient for everyone?
- Could some decisions or discussions happen asynchronously?
- Action Step: Offer academics the option to contribute ideas in advance if they can’t attend.
6. Lead by Example: Be an Engaged Manager
Engagement starts with you. If you’re enthusiastic, organised, and inclusive during meetings, others will follow your lead.
What to Do:
1. Model Positivity: Show up prepared, actively listen, and value everyone’s input.
2. Share Your Own Challenges: Be transparent about challenges you’re working through—this builds trust and makes meetings feel authentic.
3. Celebrate Successes: Recognise team achievements and progress during meetings.
Case Study: A new manager, Emily, noticed low energy in departmental meetings.
She began opening meetings by celebrating wins—big and small—such as positive student feedback or a grant award.
Her positivity created a ripple effect, and engagement improved.
Learning Exercise:
- Self-Check: Record yourself leading a meeting (with permission). Watch it back and assess:
- Am I inviting input?
- Do I look and sound engaged?
- How can I improve my tone or approach?
- Action Step: Compile a list of prompts for the next meeting, to remind you to address any previous shortcomings.
Conclusion: Turning Disengagement into Engagement
As a first-time academic manager, it’s normal to face challenges like disengaged team members.
The key is to lead with empathy, structure, and persistence.
Understand the reasons behind disengagement, address them privately, and take steps to make meetings valuable and inclusive.
Remember, engagement takes time.
Start small, stay consistent, and celebrate progress as it comes.
By fostering a culture of contribution and respect, you’ll gradually bring even the quietest voices back into the conversation.
Your Call to Action:
What’s one step you’ll take this week to improve engagement in your meetings?
Write it down and commit to it!
With these tools and strategies, you’re well on your way to leading meetings where everyone feels heard, valued, and empowered to contribute.
You’ve got this!