Wise counsel: bringing an external perspective to Higher Education

Interview with Grainne Brankin, College Secretary and General Counsel, Imperial College London

We are so pleased to have had the opportunity to talk to Grainne Brankin as she as she concludes two years as College Secretary & General Counsel at Imperial College London.

We hear how she welcomes the genuine collegiality from her peers across her institution and beyond and believes that this is vital to making it such a success. Her ‘outside’ voice has been sought at Imperial and has been embraced which demonstrates the positive and diverse approach that many institutions are looking to adopt.

Grainne was very thoughtful and keen to share advice and learnings to encourage others to consider higher education and bring their experience and knowledge to bear and evolve the sector for the future. We thank her so much for taking the time and consideration for this interview.


 

You joined Imperial as General Counsel and College Secretary in January 2022. Previously your experience was predominantly in the private sector – what observations would you share about the transition to the Higher Education sector?

 

My experience was all private sector, but fairly broad, as I’ve worked in law firms, listed companies and a private equity business as well as start-ups as a non-executive. So, when I thought about transitioning to Higher Education, I did consider that my extensive experience of different organisations and sectors would help.

I thought it would take me the first quarter to bed myself in, but I am happy to admit this has been a really steep learning curve. Higher education really is very different to the private sector. Revealingly, even thinking in calendar years and quarters is not a useful thing to do in this sector.

I had a recalibration and after the first year I felt like I had crossed a sort of line in terms of my understanding and feeling more at home in the sector. It really has taken me longer than I thought, and I am happy to share that to help set others’ expectations.

Everybody I have spoken to in other universities have been so open and really helpful but you quickly realise that each organisation is very different. I would usually look at parallel organisations and see what others were doing and learn about best practise. In private businesses there may be some differences around the edges, but operating models are often clearly defined and similar. In higher education each institution differs and the parallels, patterns and models can be harder to find and apply.

I continue to be encouraged and delighted by the genuinely collegiate atmosphere in the sector. Peers and others in the sector are generous with their time, knowledge and experience. There is a notion of joint enterprise: we’re all in higher education in the UK and it’s something that we all want to work towards improving.

 

What have you identified as challenges and opportunities coming to the sector as a leader from ‘outside’?

 

I would highlight three specific areas here. Firstly, diversity of thought, because one of the key things which is interesting in the higher education sector is that people stay in organisations a long time. When I really got my head around how long people expect to stay in roles and in institutions, it was really helpful to me because it drives a lot of behaviours and ways of thinking. We’ve got many members of staff who also studied here. It’s a hugely strong endorsement and gives them a perspective which is very interesting and valuable. They’ve got a sort of double stakeholder status, but it does also mean that there is a challenge overcoming some embedded cultural thinking.

Second, there is a clear opportunity in importing relevant best practice in areas such as corporate governance and ESG from public companies where these have had significant focus and investment. I have been able to share some of that knowledge from the outside which is starting to bring benefits to the team.

The third area is around leadership in a central services type role and how we maximise what is on offer through collaboration and support to ensure that the outcomes and education are of the highest possible quality. We need to ensure that the frameworks for delivery are clearly in place and that the purpose and objective of non-academic roles in universities are well understood and deliver the same quality of support and efficiency that would be demanded in the private sector.

 

We often describe top tier academic institutions as having complex management and governance structures. Is this a fair assessment, and what are your observations of the challenges in these areas?

 

That is a fair assessment, but actually the interesting question in my mind is whether that complexity is necessary. And I think there is a mixed answer to that.

It is more complex to run an organisation with members and very disparate public as well as individual key stakeholders rather than shareholders, staff, customers and suppliers. And to be fair, almost every organisation is looking beyond that to its more complicated stakeholder map. But, in higher education there is definitely a complexity which arises from the kind of community it is.

There perhaps is less time spent thinking about organisational design and structure. In a private organisation, often with change of ownership or leadership, people look at the organisation governance and structure. In a university I think less mind share is given typically to the whole organisation – it is more focused on smaller areas and independent departments in my experience so far. There isn’t such a strong centre of gravity around a ‘corporate HQ’.

I have spent a lot of time in the last year undertaking a governance effectiveness review at Imperial including trying to make things less complex. That has been a huge focus for me and colleagues have been really cooperative and willing to look at changes.

 

Your role involves much exposure to the board/Council as well as the executive – how does this relationship differ from other organisations you have worked for?

 

I think my relationship with them is actually quite similar, partly because at Imperial a lot of our independent council members have very strong corporate backgrounds.

We do also have a number of staff and student members and that is interesting, but it is not completely different to other organisations. The biggest challenge is to ensure that the Council and the university remain connected and have a good two-way information exchange so providing a really effective liaison and conduit is key.

There is one difference to other boards I have been on and that is remuneration as our Council members work pro bono so you are more conscious, I think, of using their time efficiently. I feel that the work and time of Council members requires more acknowledgement than it might on a Plc board.

 

You have a broad brief which no doubt requires you to interface across both academic and professional services communities at all levels.  Are there specific challenges or observations you would share related to this dynamic?

 

There is this notion of a great divide but that isn’t what I have experienced at Imperial. There are many varied roles and skills required in our organisation but I don’t think we necessarily behave differently towards each other in a way that would create a different dynamic.

However, one thing that is interesting at Imperial is the impact of its academic success which is obviously positive, but I do think that creates an expectation of excellence in all areas which is also a challenge.

Part of the opportunity created by academic success is a huge amount of brand value that you can benefit from more broadly. For example, it makes it easier to attract good talent in the professional services teams. A raising of expectation and maybe a raising of that bar is really interesting. As is the trend towards people valuing highly the purpose and impact of their organisation, which is a uniting factor for academic and professional services colleagues.

 

What in your view are the key characteristics required in a leader in higher education today?

 

There are a few core characteristics across all sectors: skill, reliability, strategic thinking, empathy and hard work, for example. There is increasing demand for authenticity and that must be discussed and, even more importantly, demonstrated. It is no longer good enough to say you believe in something; it has to be proven and the value to people and the purpose of your organisation must be much more apparent.

In higher education a fundamental characteristic is patience, because the timelines are longer and that becomes really important when making decisions and being very thoughtful. However, this does need to be balanced with a sense of urgency for important projects and a desire and willingness to make decisions and move forward. I don’t think having infinite patience is an asset in the context of delivery. So we need to consider what’s the right level of patience? Where is the institution in its evolution? It’s an interesting balance and one that must be viewed carefully by leaders in this sector.

And finally, in higher education you don’t simply lead by management reports, there needs to be dialogue with the community and that requires skill and empathy in leaders.

 

What would you identify as the biggest threat to good leadership?

 

I think people are struggling all over. We are having to ask ourselves what is possible. Not just what do we want from staff but what are people prepared to give and how do we find a balance?

There are some very big challenges, from a resource and people perspective. Productivity is an issue and there are staff who want fundamental changes, beyond pay and working from home. It is a more holistic issue and there is not one single solution.

 


 

Biography

Grainne is a member of the University Management Board at Imperial, reporting to the President, and has overall responsibility for the Central Secretariat, Legal and Regulatory, Risk, Internal Audit and Governance functions. She also reports to the Chair of Council for Council matters and is a member of Court. Grainne’s legal career started as a corporate and intellectual property specialist at Clifford Chance LLP and Bird & Bird LLP and she has been General Counsel and member of the executive committee in various roles in the UK, France and Switzerland including at British Standards, Yahoo!, CBS and Centaur Media plc. As well as her expertise in governance, risk and compliance she has been a leader in strategic and organisational transformation programmes including change of ownership, restructures, digital transformation and group relocation. She has specific interests in diversity and inclusion, sustainability and technology/IP enabled businesses, which are also reflected in her non-executive roles at United Colleges Group, Oxford Executive Coaching and Siege FX.


 

Latest

Jacqueline de Rojas CBE appointed as Chair of the Board of Trustees

Andy Street announced as Birmingham Rep’s new Chair of the Board of Trustees

John Whitgift Foundation appoints new CEO

FCA and PRA appoint new Chair of the FSCS

University of Glasgow announces Professor Andy Schofield as new Principal and Vice-Chancellor

Nurturing future leaders: Jane Gotts, Chair of The Glasgow Academy

Alan Cumming appointed new Artistic Director of Pitlochry Festival Theatre

Building Together for the Future: A series of insights from friends of the firm and long standing leaders across the Built Environment

What will healthcare look like over the coming decade? Interview with Haris Sultan

Jo Ogilvy rejoins Saxton Bampfylde as Consultant in the Schools’ Practice

Transforming Legal Services: Isabel Parker on AI, Innovation, and the Future of Law Firms

Nurturing future leaders: Interview with Emma Taylor, Warden and CEO of Dean Close Foundation

Steering the family business forward: Interview with Neil Davy, Chief Executive Officer at Family Business UK

Sandie Okoro OBE appointed as first female Chancellor of the University of Birmingham

SXSW London reveals key management team appointments

RSA announces Loyd Grossman CBE as Chair of the Board of Trustees

University of Chichester announces appointment of new Vice-Chancellor

DFN Project SEARCH appoints learning disability expert Kirsty Matthews as new Chief Executive

Jonathan Shaw appointed as new Headmaster of Ellesmere College

Elizabeth Newman appointed as Artistic Director of Sheffield Theatres

Queen Mary’s School Announces New Head for 2025

Canterbury Christ Church University appoints Deputy Vice-Chancellor and Provost

Steering the family business forward: Interview with Gouy Hamilton-Fisher, Director Colleagues & Support, Timpson Group

Canford School appoints Chris Wheeler as new Head

Jewish Museum London appoints Sally Angel as new Chief Executive

Foundling Museum announces new Chair

The White Horse Federation appoints CEO

Social Mobility Day 2024

Concern Worldwide (UK) appoints new Executive Director

Richard Greenhalgh succeeded by Christian Brodie as Chair of United Learning’s Group Board

Royal Botanic Gardens, Kew announces Susan Raikes as Director of Wakehurst

Standing Together: Saxton Bampfylde Celebrates Pride Month

We have moved! Our new London location

Managing Risk in Professional Services: It’s not just about protecting the firm, but enabling it – Interview with Alastair Levy

Crystal Palace Park Trust welcomes Victoria Pinnington as new CEO

Nadia Fall appointed as new Artistic Director of The Young Vic Theatre

How lawyers are coming to terms with their own ‘Now and Then’

Nicola Dudley announced as new Head of Queen Margaret’s School for Girls

Gordon Seabright appointed new Chief Executive of the Horniman Museum and Gardens

The General Pharmaceutical Council appoints new Chief Strategy Officer

A healthy perspective on executive search

Foot Anstey LLP appoints Non-Executive Director

South By Southwest comes to London

Saxton Bampfylde in action with charity Smart Works

Sue Ryder announces new Chief Executive

What will healthcare look like over the coming decade? Interview with Gabrielle Mathews

Liz Truss was correct. Well, on one fundamental point

General Dental Council announces new Chief Executive and Registrar

Andrew Comben appointed new CEO of Britten Pears Arts

Dr Nicholas Cullinan OBE appointed as new Director of the British Museum

Saxton Bampfylde partners with Family Business UK

Professor Robert Mokaya appointed Provost and DVC at University of Sheffield

30 years on from the first Code: A personal account of the Corporate Governance Revolution

Celebrating International Women’s Day 2024

Steering the family business forward: Interview with Emma Fox, CEO of Berry Bros & Rudd

Leadership in the age of AI: CEO Breakfast with Doug Gurr, Director of the National History Museum

Sustainability Dinner with speaker James Cameron, Chair of Crown Agents

What will healthcare look like over the coming decade? Interview with Nigel Edwards

Middlesex University announces its new Vice-Chancellor

SafeLives appoints new CEO

Do the right thing: ESG in 2024 – Interview with Lisa Hart Shepherd, CEO of Lamp House Strategy

A Healthy Perspective Podcast – Helen Buckingham, Nuffield Trust

New GPhC Council members appointed for 2024 and 2025

RICS senior governance appointments

An Independent Mind: Sharpening the role of a law firm NED

CLCH appoints new Director of Strategy, Partnerships and Integration

Into Film appoints Fiona Evans as new CEO

An evening for current and aspiring non-executives with Kenny Imafidon

V&A announces Director of Collections and Chief Curator

RNLI appoints new leader to take charity into third century of lifesaving

Erika Lewis appointed CEO at Connected Places Catapult

Alex Frazer Announced as the New Head of Bancroft’s

Sue Baillie appointed as Woldingham’s new Head

Royal Hospital School appoints new Head

The University of Manchester appoints Professor Duncan Ivison as next President & Vice-Chancellor

Championing the Mission – Interview with Jonathan Morgan

Quadrant Chambers appoints Sarah Longden as new COO

New Oasis Community Learning Chief Executive Announced

Rachel Kent made Financial Regulators Complaints Commissioner

Steering the family business forward: Interview with Paul Drechsler CBE

Indhu Rubasingham appointed as Director of the National Theatre

Northumbria University, Newcastle appoints new members to Board of Governors

Professor Tom Crick joins DCMS as Chief Scientific Adviser

Norwich Theatre appoints Tom Sleigh as new Chair

MOSL announces Cliff Kamara as new Board member

Saxton Bampfylde welcomes Partner Hannah Scarisbrick back to the firm

Saxton Bampfylde ranked in Financial Times UK’s Leading Recruiters 2024

The Duke of Edinburgh’s International Award Foundation and Association Welcomes Martin Houghton-Brown as Secretary General

Royal British Legion Announces New Director General

English Heritage announces New Blue Plaques Panel Members

Paul Ridd named Director of Edinburgh International Film Festival

City of Birmingham Symphony Orchestra announces Lord Tony Hall as new Chair

Team Consulting appoints new CEO

UK Civil Aviation Authority Appoints Rob Bishton as the new Chief Executive

The Box appoints Rebecca Bridgman as Head of Collections and Programme

English Heritage appoints Dr Nick Merriman as its new Chief Executive

Breadth and depth: leading across the regulatory landscape

Who’s Moving in Healthcare – August-September 2023

Wise counsel: bringing an external perspective to Higher Education

Looking through a different lens: a scientific scope from academia to government