For first-time line managers in universities, stepping into a leadership role often brings a mix of excitement and apprehension – how do I manage staff with more experience than me? This is especially true when managing academic staff who may have decades more experience. Universities are unique environments, where the lines between management and collegiality can blur, and experienced staff may hold strong opinions about how things should be done.
However, being a successful manager doesn’t depend on matching their years of experience. Instead, your role is to create a cohesive team, facilitate collaboration, and help each individual reach their full potential while aligning efforts with institutional goals. Drawing on well-established coaching principles, this article provides a roadmap to help first-time line managers navigate this challenge with confidence and effectiveness.
Why Managing Experienced Academic Staff is Challenging
Academics, especially those with long service, are often deeply invested in their work and their disciplines. Their expertise brings immense value, but it can also lead to challenges for a new manager. You may encounter resistance to change, scepticism about your qualifications, or even passive pushback. These dynamics are not unusual and stem from academia’s unique culture, which values autonomy and intellectual freedom.
The good news is that these challenges can be addressed with the right mindset and approach. At its heart, your success as a line manager will depend on how well you build relationships, communicate effectively, and lead collaboratively.
1. Start with Respect and Listening
Your first priority as a new manager should be to establish trust with your team. Experienced staff should feel that their contributions are valued, and a key way to demonstrate this is by listening to them. Arrange one-on-one meetings early into the role, to understand their perspectives.
Questions to ask include:
- “What do you think works well in the department?”
- “What are the challenges we face, and how do you think we can address them?”
- “How can I best support you in your role?”
Example:
A newly appointed head of a research centre met with each team member individually, including senior professors who had been with the university for decades. By listening to their insights and taking their feedback seriously, she not only identified several long-standing issues but also earned their respect.
Why It Works:
Listening demonstrates respect and curiosity about their experience. It also provides valuable insights that will help you lead effectively.
2. Shift from Manager to Coach
I believe that successful leadership in academia is about adopting a coaching mindset. This means focusing on empowering your staff rather than directing them. A coach helps individuals identify their goals, navigate challenges, and develop solutions collaboratively.
How to Apply Coaching:
- Use open-ended questions to guide problem-solving.
- Help staff set clear, achievable objectives.
- Provide support and resources, but let them take ownership of outcomes.
Example:
When a senior lecturer expressed frustration about a new Virtual Learning Environment (VLE), a young manager reframed the conversation by asking: “What would help you feel more confident with this system?” Together, they identified training opportunities that allowed the lecturer to build competence and autonomy.
Why It Works:
A coaching approach reinforces your staff’s expertise and encourages them to see you as a partner in their success.
3. Lead with Data and Transparency
One of the key principles of establishing collegiality is the value of data to de-personalise discussions and guide decisions. Academic environments are filled with strong opinions, and presenting data can create an objective foundation for conversations.
How to Use Data Effectively:
- When addressing workloads, use metrics like teaching (contact) hours, research outputs, or student experience feedback.
- When discussing subject area goals, present trends or benchmarks from institutional reports.
- Share data openly and explain how it informs your decisions.
Example:
A young course director faced resistance when reallocating teaching responsibilities. By presenting data on enrolment numbers, student outcomes, and workload distribution, she showed that the changes were necessary for fairness and efficiency.
Why It Works:
Data shifts discussions from subjective opinions to objective facts, making it easier to gain buy-in from experienced staff.
4. Empower Experienced Staff with Leadership Opportunities
Experienced staff often thrive when given responsibility and autonomy. Empowering senior colleagues to lead specific projects not only taps into their strengths but also publicly reinforces their value to the department.
Practical Ideas:
- Assign senior staff to lead working groups on curriculum updates or research initiatives.
- Involve them in mentoring early-career colleagues.
- Seek their advice on departmental policy changes.
Example:
A newly appointed line manager asked a senior professor to spearhead a diversity and inclusion task force. The professor’s long-standing relationships across the institution and deep knowledge of its culture made them the ideal candidate. This move also bolstered the professor’s trust in the manager’s leadership.
Why It Works:
Delegating meaningful responsibilities shows that you value their experience and fosters a collaborative dynamic.
5. Navigate Resistance with Empathy and Firmness
Resistance to change is common in academia. Whether it’s a shift in teaching methods, research priorities, or administrative processes, experienced staff may be sceptical or hesitant. Addressing their concerns with empathy, while standing firm on necessary changes, is crucial.
Steps to Handle Resistance:
- Acknowledge their concerns and validate their emotions.
- Explain the reasoning behind the change, linking it to broader goals like student outcomes or institutional priorities.
- Offer support, such as training or additional resources, to ease the transition.
Example:
When rolling out a new assessment framework, a first-time manager faced pushback from senior lecturers who felt it added unnecessary bureaucracy. She listened to their concerns, clarified how the framework aligned with national standards, and offered workshops to streamline implementation.
Why It Works:
Empathy builds trust, while clarity ensures that staff understand the necessity of change.
6. Build Your Own Credibility
As a first-time line manager, you may feel the need to “prove” yourself. While you don’t need to have all the answers, you do need to demonstrate competence in your role. This includes staying informed about institutional policies, following through on commitments, and continuously developing your own skills.
Actionable Steps:
- Attend leadership training tailored to higher education, such as workshops on conflict resolution, coaching as a manager, project management, university finance or strategic planning.
- Stay up to date on key developments in your university and sector.
- Seek feedback from your staff and adjust your approach as needed.
Why It Works:
Credibility is earned through consistent, thoughtful actions, not through pretending to know everything.
Actionable Checklist for First-Time Line Managers
To succeed as a line manager of experienced academic staff, focus on the following:
- Listen Actively: Build trust by understanding their perspectives and needs.
- Adopt a Coaching Mindset: Empower your staff to take ownership of their work.
- Leverage Data: Use metrics to guide decisions and reduce resistance.
- Delegate Strategically: Assign leadership roles that align with staff strengths.
- Communicate with Clarity: Explain decisions transparently and link them to broader goals.
- Invest in Your Growth: Pursue professional development to strengthen your leadership skills.
Conclusion: Leadership Is About Enabling Others
Managing staff with more experience than you is less about commanding authority and more about fostering collaboration. By listening, empowering your team, and staying grounded in your role, you can create a productive, respectful environment where everyone thrives.
Leadership in academia isn’t about being the most experienced person in the room — it’s about enabling others to succeed while aligning their efforts with a shared vision.
With patience, humility, and a focus on learning, you can turn this challenge into a rewarding opportunity to grow as a leader.
