“No” Is a Boundary — Unless the Room Decides Otherwise
For some, becoming head of department is an honour. They probably assume it comes with status or power. For most academics, it is something to be avoided at all costs — or at least postponed for as long as possible. That was certainly true at my department at the time. A new head of department needed to be appointed. The dean called us in for a meeting: two candidates were under consideration. I had just secured a prestigious research grant, so I didn’t have time. A perfectly reasonable argument, I thought. The dean barely listened. My male colleague took a different approach. He began by chatting warmly with the dean about what a wonderful job the dean was doing. Since his appointment, so much had improved — and all this despite the heaviness of the role. The dean was suddenly all ears. My colleague then described his own situation: he, too, was under great pressure, but for a good cause. He went on at length about a grant proposal he was preparing. It would be so good for the univers...