{"id":93,"date":"2022-04-14T07:35:10","date_gmt":"2022-04-14T07:35:10","guid":{"rendered":"https:\/\/blog.ki.se\/nvsprefekt\/?p=93"},"modified":"2022-04-14T07:56:05","modified_gmt":"2022-04-14T07:56:05","slug":"att-vara-chef-i-akademin","status":"publish","type":"post","link":"https:\/\/blog.ki.se\/nvsprefekt\/2022\/04\/14\/att-vara-chef-i-akademin\/","title":{"rendered":"Att vara chef i akademin"},"content":{"rendered":"\n

English version below<\/strong><\/em><\/p>\n\n\n\n

I universitets- och h\u00f6gskolev\u00e4rlden har man i de flesta fall ett uppdrag som chef. Det inneb\u00e4r att man i grunden \u00e4r anst\u00e4lld som forskare eller l\u00e4rare och att man under en period har chefsuppdraget som en del i sin tj\u00e4nst. Jag \u00e4r till exempel anst\u00e4lld som professor i experimentell neurogeriatrik och har nu under en fem\u00e5rsperiod uppdraget som prefekt vid NVS. 80% av min arbetstid \u00e4r jag prefekt och 20% \u00e4r jag forskare och l\u00e4rare.<\/p>\n\n\n\n

Hur g\u00e5r det ihop? Hur hittar man balansen? Hur hinner man med? Jag har nyligen haft medarbetarsamtal med v\u00e5ra sektionschefer och d\u00e5 har vi bland annat pratat just om det. F\u00f6r det g\u00e4ller att b\u00e5de vara en n\u00e4rvarande chef och samtidigt h\u00e5lla i g\u00e5ng karri\u00e4ren som forskare och l\u00e4rare. Det kr\u00e4vs planering och en tydlighet med att man v\u00e4rnar sin forsknings- och undervisningstid. F\u00f6r mig \u00e4r forskningen om orsakerna bakom Alzheimers sjukdom j\u00e4tteviktig. Det \u00e4r sp\u00e4nnande och det \u00e4r s\u00e5 mycket vi inte vet om sjukdomen \u00e4nnu. Jag drivs av att ta reda p\u00e5 mer och att handleda postdocs, doktorander och mastersstudenter. Att undervisa om detta \u00e4mne \u00e4r ocks\u00e5 centralt och det g\u00f6r jag regelbundet. Som prefekt har jag ansvar f\u00f6r verksamheten vid NVS, ett stimulerande och kr\u00e4vande arbete. Det mesta \u00e4r roligt och jag beh\u00f6ver st\u00e4ndigt vara p\u00e5 t\u00e5. Det \u00e4r m\u00e5nga m\u00f6ten och viktiga beslut d\u00e4r jag ska vara p\u00e5l\u00e4st och f\u00f6rberedd. <\/p>\n\n\n\n

Jag trivs j\u00e4ttebra i prefektrollen och brinner f\u00f6r NVS och KI, men hur hinner jag med? H\u00e4r kommer samarbetet in: det g\u00e5r inte att vara chef ensam. Jag arbetar n\u00e4ra med administrativ chef, prefektsamordnare, ledningsadministration, ledningsgrupp, chefsgrupp, prefektgrupp och dekan som i sin tur samarbetar p\u00e5 olika s\u00e4tt med kollegor inom organisationen. Alla g\u00f6r det dom \u00e4r b\u00e4st p\u00e5 och vi har stor nytta av varandras kunskap, kompetens och erfarenhet.<\/p>\n\n\n\n

Hur \u00e4r det d\u00e5 att vara chef \u00f6ver sina kollegor? F\u00f6r det \u00e4r det man blir. Vi har ofta arbetat l\u00e4nge p\u00e5 samma st\u00e4lle och k\u00e4nner varandra v\u00e4l. N\u00e4r en av kollegorna utses till chef \u00f6ver dom andra, f\u00e5r personen en ny roll i gruppen. D\u00e5 beh\u00f6ver alla v\u00e4nja sig vid att kollegan nu ocks\u00e5 \u00e4r chef. Det \u00e4r samtidigt viktigt att f\u00f6rst\u00e5 och respektera att denna chef ocks\u00e5 \u00e4r forskare och l\u00e4rare. Vi m\u00e5ste hj\u00e4lpas \u00e5t! Om vi kan f\u00f6ruts\u00e4ttningarna och pratar om det, s\u00e5 blir detta l\u00e4ttare att hantera f\u00f6r alla.<\/p>\n\n\n\n

Som chef f\u00e5r man ta b\u00e5de positiv och negativ kritik. Det \u00e4r viktigt att lyssna, f\u00f6rklara, f\u00f6r\u00e4ndra, anpassa och ta (ibland obekv\u00e4ma) beslut. Samtidigt som det \u00e4r n\u00f6dv\u00e4ndigt att n\u00e5gon ser helheten och planerar strategiskt fram\u00e5t s\u00e5 att verksamheten utvecklas i bra riktning, tror jag att det \u00e4r extra viktigt med lyh\u00f6rt ledarskap i akademin. Det beror p\u00e5 att man som chef i akademin leder andra ledare. Medarbetarna har gedigen kompetens, stor expertis och utf\u00f6r arbetet med en h\u00f6g grad av sj\u00e4lvst\u00e4ndighet och eget ansvar. Om man \u00e4r \u00f6dmjuk inf\u00f6r det och \u201ddirigerar k\u00f6ren\u201d med varsam hand, s\u00e5 kommer den att klinga samst\u00e4mmigt!<\/p>\n\n\n\n

Jag hoppas att ni f\u00e5r en fin helg och \u00f6nskar alla Glad P\u00e5sk!  <\/strong><\/p>\n\n\n\n

<\/p>\n\n\n\n

Being a manager in academia<\/h1>\n\n\n\n

In most cases, in the university and higher education world, one has an assignment as manager. This means that you are employed as a researcher or teacher and that for a period you have the management assignment as part of your service. For example, I am employed as a professor of experimental neurogeriatrics and now have for a five-year period the assignment as head of department at NVS. 80% of my working hours I am head of department and 20% I am a researcher and teacher.<\/p>\n\n\n\n

How does it go together? How does one find the balance? How to do it? I have recently had employee interviews with our division managers and then we have talked about that, among other things. It is important to both be a present manager and at the same time keep the career as a researcher and teacher going. Planning and clarity are needed to show that you protect research and teaching time. For me, research on the underlying causes of Alzheimer’s disease is very important.  It’s exciting and there’s so much we don’t know about the disease yet. I am driven by finding out more and to supervise postdocs, doctoral students, and master students. Teaching on this subject is also central and I do it regularly. As head of department, I am responsible for the operations at NVS, a stimulating and demanding work. Most of it is fun and I need to be constantly on my toes. There are many meetings and important decisions where I must be well prepared.<\/p>\n\n\n\n

I am really like the job as the head of department and am passionate about NVS and KI, but how do I manage? This is where the collaboration comes in: you can’t be a manager alone. I work closely with the head of administration, head of department coordinator, management administration, management team, management group, head of department group and dean who in turn cooperate in different ways with colleagues within the organization. Everyone does what they do best, and we benefit greatly from each other’s knowledge, skills, and experience.<\/p>\n\n\n\n

What is it like to be the boss of your colleagues? Because that’s what you become. We have often worked for a long time in the same place and know each other well. When one of the colleagues is appointed head of the others, the person gets a new role in the group. Then everyone needs to get used to the fact that the colleague is now also the boss. At the same time, it is important to understand and respect that this manager is also a researcher and teacher. We need to help each other! If we know the conditions and talk about it, then this will be easier to manage for everyone.<\/p>\n\n\n\n

As a manager, you must take both positive and negative criticism. It is important to listen, explain, change, adapt and make (sometimes uncomfortable) decisions. While it is necessary that someone sees the big picture and plans strategically ahead so that the divisions and department develop in a good direction, I think it is especially important to have responsive leadership in academia. That’s because as a manager in academia, you lead other leaders. The employees have solid competence, great expertise and carry out the work with a high degree of independence and responsibility. If you are humble about it and “conduct the choir” with care, it will sound consistent!<\/p>\n\n\n\n

I hope you have a great weekend and wish everyone a Happy Easter!<\/strong><\/p>\n","protected":false},"excerpt":{"rendered":"

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