do what, so it can pick up on any potential unconscious bias and ensure that roles are fairly shared amongst colleagues. It is also vital that women who aspire to contribute to the bigger picture of organisational governance or policy can access such developmental opportunities regardless of their academic, administrative or academic-related roles. The consequences of having very full work and home lives ranged from a lack of sleep and an inability to take part in networking through to not being able to make sufficient time for other important interests such as sport, volunteering, photography or gardening. A few people referenced the negative impact of heavy workloads on their health. There was a tendency for some women to simply work harder and longer, rather than addressing underlying issues relating to work allocation, managing boundaries or the need to identify priorities to focus on. Those who seemed most at ease with the realities of this kind of work pressure expressed a pragmatism that allowed them to realise when ‘good enough’ was sufficient. There was a broad acceptance that, at times, something just has to give. These people were better able to let go of their own shortcomings, rather than holding on to guilt. Some sought out flexible working options to enable them to manage the juggling act, for example by pursuing part-time roles or adjusting their hours to enable them to pick up children from school before completing their work in the evenings. The women who coped with their workloads most effectively also seemed better equipped to ask for help, having invested some of their time and energy in relationships that could provide them with support when needed.
The complex and demanding work environment of the University Cambridge is a complex environment, rich in tradition and with all the rules and hierarchies that you might expect from an institution over 800 years old. To a certain extent all organisations are complicated human social systems with unspoken norms, allocations of power and intricate group dynamics – and the University is no exception. But it could be argued that Cambridge is perhaps more opaque and resistant to change than other younger, smaller or simpler environments. For those attempting to navigate their careers at the University, this kind of context presents a range of challenges. The way Cambridge is structured engenders competition, for example, between schools for resources, researchers for funding and individuals for progression. Having the ability to step back and read the dynamics of such an environment, in order to be able to plot a way through it and exercise influence, is no mean feat. Some of the women involved in the book had clearly spent time and energy understanding how the political system worked, so that they could choose how best to engage with it. Despite this, few had escaped unscathed or avoided conflict entirely, and there was repeated mention of how hard it can be to pursue a career in this sector. Resilience, deciding not to take things personally and a robust support network all helped in this regard.
“ Eventually the winds of change started to blow in the right direction and change was accomplished. It took ten years, which I now think was relatively quick for Cambridge.” Debbie Lowther
Allied with resilience, people talked about needing to have the perseverance and persistence necessary to effect progress. Cambridge was described as a hard place in which to bring about change, so there was talk of the need to be patient enough to play the long game, to build long-term alliances and to generate consistent evidence to support your argument. All of this takes energy, especially in the face of demanding workloads and a desire for a home life, but opting out brings its own dangers. Organisations are not inherently ‘fair’, so there was seen to be real value in being able to anticipate where risks and opportunities may occur. For certain participants, it also sounded as if they believed it was part of their responsibility as leaders to develop political nous and to use their influence to benefit others. “ The hardest things I’ve had to deal with are when I think things are happening that aren’t fair or well considered, or that will have a negative impact on my staff or the organisation I’m working for.” Nathalie Walker Perhaps unsurprisingly for an elite academic institution, the way in which status works at Cambridge can also bring challenges. Some women talked about the difference in perceived value between academics and non-academics, whilst others mentioned being looked down on if they didn’t have a degree, or lacked a degree from the ‘right’ place. Experience garnered outside the University, in another sector, at times could either be underrated or not fully understood. “ Working within complex human structures will always provide interpersonal challenges.” Carol Brayne People talked about vastly differing experiences in the quality of leadership and management that they had come across, from the truly exceptional to very poor. There didn’t seem to be a clear route to developing management capability amongst individuals who may be experts in their field but had little experience of leading people. Participants described examples of less than effective management practice, such as a reluctance to challenge poor behaviour, or patchy efforts at communication. There was also talk of feeling excluded by cliques that seemed to be based around gender. That said, the natural bonding between those who share common backgrounds and interests should not automatically be criticised – indeed, many women talked about valuing this kind of connection themselves. What matters is that important decisions are not taken informally by a group of ‘insiders’ but are made as the result of rigorous processes and good management.
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