Book Review: Surviving and Thriving in Higher Education Professional Services – A Guide to Success

“Surviving and Thriving in Higher Education Professional Services – A Guide to Success” is conceived as a guidebook for both new and experienced colleagues working in all parts of HE professional services. A thoughtful and meticulous read, it offers practical advice, personal reflections, case studies and plenty of ideas for further reflection and staff development. Its author, Rachel Reeds, is herself an experienced HE professional and hopes that readers will “see their current, past and future selves in the stories and advice shared by this book’s community of voices. I aspire for the book to ease the professional journey of others, open conversations, make people question norms, and help us reflect.” [p. 125].

Each chapter focuses on a distinct aspect of professional and managerial development, ranging from application and interview skills and early career impact through to team leadership and the delivery of large-scale change. A well-referenced ‘digging deeper’ section is provided for each theme, providing links to further resources. While the book will be particularly valuable for early and mid-career professional staff, it is also a great read for leaders and managers entering the world of HE from other sectors, providing useful overviews of sector history, acronyms and hot topics. I’m sure that many will empathise with Rachel Reeds’ description of professional services staff as “a passionate, though often overlooked group, muddling through a mix of rules, traditions, innovations and government initiatives, at the same time as juggling limited resources…We’re all doing our best, some with more experience than others, but most of us are simply ‘winging it’ with a smile and a coffee in hand.” [p.2].

For both new and experienced AHUA members, the book’s advice and insights serve as valuable reminders of the importance of self-reflection, peer support and authentic leadership in leading our teams through challenging times. Here, I will summarise some of the book’s ‘top tips’ that seem pertinent for all of us.

Nurture your network

Rachel Reeds extols the virtues of LinkedIn for informal networking, as well as highlighting the vital role of professional associations and the many engagement opportunities they offer. We are reminded that any professional association thrives most when contributors are active and diverse – so for AHUA members, please consider writing an AHUA blog, attending an AHUA event, joining an or engaging with the AHUA forum!

Prioritise peer support

Reeds emphasises the need for proactive self-development but also argues for the importance of peer support and “generosity of spirit’ – sharing knowledge, expertise, opportunity and privileges” [p. 26] in aiding the professional development of others. For AHUA members, this could be through acting as a mentor, joining an Action Learning Set, or pooling ideas and expertise through AHUA Exchange and Regional Groups.

Listen and learn

For leaders with overflowing to-do lists, time for discussion and reflection is often all too limited. Taking time to listen – to our staff, our students, our stakeholders – remains vitally important, as does allowing time to rest and reflect. Reeds summarises a range of informal and more structured tools to aid reflective practice, including keeping a learning journal, active listening techniques, Jenny Moon’s framework for reflective writing, and Graham Gibb’s six-stage reflective cycle [p.115-7].

We are the University

One of Reed’s contributors rightly highlights that “If we see the university as being everybody rather than some monolithic organisation that you can blame for everything, then actually we can move forward” [p. 112]. Reeds argues against the passive portrayal of institutions, services and systems as being to blame, and for the importance of collective responsibility and a focus on solutions, not problems, in delivering successful change.

Lead with openness and authenticity

Reeds advocates for an authentic leadership style exemplified by transparency; open communication; respect, advocacy and empowerment. “Employees thrive under supportive leadership that prioritises clear communication and values their input. This means having managers who are transparent, honest and open. We expect fairness, consistency, and a sense of being valued from our leaders.” [p. 71]. The book emphasises the role of leaders in fostering a culture of open feedback, where difficult conversations can be safely held and varying perspectives are genuinely valued.

Beware of the committee

While committees remain firmly ingrained in the fabric of our sector, Reeds cautions that “the excessive use of these groups can stifle innovation and lead to information silos, hindering clear communication and swift action” [p.89]. Reeds advocates for alternative ways of working to engage stakeholders and embrace innovation, prioritising distributed and collegial leadership models over the formal and bureaucratic, and reminding us of the need to capture diverse voices that may be all too frequently unheard within established decision-making structures.

Take time to celebrate success

Recording and celebrating achievements offers a vital counterpoint to self-doubt and impostor syndrome, as well as aiding wider team morale. “Track your victories, big and small, and celebrate your incredible professional journey. You will see that you’ve accomplished more than you think, and you deserve to recognise your own brilliance” [p. 41].

Be kind

Reeds highlights the value of kindness, both to ourselves and others, in challenging times. Indeed, this is one of the most important and timely messages of the book. To others – words must be aligned with actions in demonstrating genuine appreciation, and thereby to strengthen motivation and morale. To ourselves – the book reminds us that no leader is infallible. “As managers and leaders, there’s this unspoken pressure to be the picture of composure. We’re expected to have all the answers, navigate challenges with unwavering calm, and never, ever show a hint of vulnerability. But that is unrealistic and a recipe for burnout. […] We aren’t infallible. And our teams don’t expect us to be. In fact, openness about the challenges we face can build trust and connection.” [p. 119].

Rachel Reeds deserves congratulations for bringing together such a comprehensive guidebook, which would be a useful addition to any office bookshelf. I would certainly recommend it as an engaging and insightful read for AHUA colleagues.

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You can purchase a copy of ‘Surviving and Thriving in Higher Education Professional Services: A Guide to Success’ here

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