Academia in Motion: ‘Always seek connection in difficult conversations’
Because she lives the values she stands for in her work, open and trustworthy leadership are central to Jannemieke Ouwerkerk’s approach. ‘It’s important in academia to want good things for each other.’
Jannemieke Ouwerkerk is Professor of European Criminal Law. ‘For me, Academia in Motion means open and trustworthy leadership. By living the values I stand for, I want to create a working environment where ambition and generosity go hand in hand.’
Let’s unpack that statement. Which values do you live by as a leader?
‘Generosity is a very important value to me. It’s important in academia to want good things for each other. In my view, that goes well with being critical of each other’s work or performance. I’m not particularly fond of the competition that exists in academia. The way some people suddenly stop being nice when you become successful, while others suddenly start noticing you because you are successful.
‘I’ve also experienced how important that generosity is and the example we, as professors, can set in that regard. You don’t have to agree with one another, but you should convey to the group: we find this work important and are committed to it. We work well together and accept each other’s differences. That has an enormously positive impact on the rest of your team. If professors clearly don’t get along or avoid each other, cliques start to form, and that is disastrous for the working atmosphere.’
‘Anyone who wants to progress further in academia cannot focus only, or mainly, on themselves.’
Are there any other values you’d like to mention?
‘I’ve got two more. Creating clarity as a leader. Being clear about the kind of leader you want to be and, for me, that also means taking a proactive interest in how people are getting on. Are they eligible for promotion? This proactivity is important because otherwise, the people who are most verbally assertive receive more attention.
‘I’m also committed to fair pay. When new staff join and we discuss their salary, I raise this straight away. If it is not in line with what others receive, I make that boundary very clear.’
Do you think ambition and generosity go hand in hand?
‘Yes, I think they do. The danger of being very ambitious is that you can become too focused on yourself. I sometimes see this in younger colleagues because that also seems to be what is expected of them. As a leader, that is something you can and should talk about. Anyone who wants to progress further in academia cannot focus only, or mainly, on themselves; they should also take responsibility for teaching and mentoring new talent for the future of the discipline.’
How do you deal with difficult situations or conflicts? Do you still manage to uphold those values?
‘If I look at difficult situations involving illness and absence, for example, I think I manage that quite well. That is thanks to support from colleagues, such as a scientific director or an HR adviser, but the academic leadership course also helped me. During one exercise involving difficult conversations, I was given the advice: “Always seek connection in difficult conversations.” I’ve never forgotten that, and it has become something of a mantra for me.
‘It constantly reminds me how to start a difficult conversation, or deliver difficult news, in a way that the other person experiences as respectful and constructive. It also gives me a sense of security because, as a leader, I feel vulnerable in those moments too. Sometimes it can feel as though one wrong thing said and it’s all over. By asking honest questions in a respectful way, I have become much more at ease in these kinds of conversations.’
Where do you draw the line when it comes to openness as a leader?
‘I don’t discuss colleagues with other colleagues. I do that in meetings with professors, but my team knows that, and they also know why. Beyond that, I don’t really see many limits to openness. People aren’t stupid and quite rightly want to be kept informed about what is going on.
‘If that is not possible immediately and clarity takes time, I sometimes find that difficult. Colleagues can quite understandably become impatient and then all I can say is: “Trust me, I’m working on it, but it may take a while.” Then it’s up to me not to betray that trust.’
‘By asking honest questions in a respectful way, I have become much more at ease in difficult conversations.’
Is there anything in the university system that you struggle with and believe should be different?
‘As my department has a balanced gender distribution, I don’t currently have to spend much time on that discussion myself, although maintaining that balance requires constant attention, and I know there isn’t always that balance elsewhere.
‘One thing people want to see changed, but which I still struggle with, is the “Everyone Professor” campaign initiated, among others, by the Young Academy. Part of the initiative is that everyone is allowed to wear an academic gown in a cortège. I experience that as a failure to recognise the distinct and greater responsibility I have as a professor, and I think it is perfectly acceptable for that responsibility to be visible, for example through the gown.
‘I see it this way: a professor bears primary responsibility for the reputation of the discipline. If I do a poor job, the Leiden Department of Criminal Law will be viewed poorly. Of course, professors who wrongly claim privileges or behave like bullies should be challenged. But you don’t address that by allowing others to wear a gown as well. To me, that is too easy. I’d be happy to discuss this further with the Young Academy.’
What can you do as a leader tomorrow? Jannemieke’s tips:
- Be visible and approachable. Regularly work at the university.
- Remember that you are a role model.
- Train people and help them recognise and nurture new talent.
- Give compliments. It sounds simple, but it’s effective.
- Join your team for lunch from time to time. Not always, but regularly.
How we're setting Academia in Motion at Leiden University
This interview is part of a series highlighting the various actions colleagues are taking to support culture change at Leiden University. Together we are becoming an open knowledge community, closely connected to society, that recognises and rewards everyone’s contribution to our strategic goals. Curious? Visit the Academia in Motion website.
Text: Margriet van der Zee