Summary

In this episode of the Leadership Lab series, Susanna Kempe, CEO of the Laidlaw Foundation, speaks with Hugh Brady, President of Imperial College London, about the surprising benefits of imposter syndrome, the challenges of leading the world’s second highest-ranked university, and the resilience required to thrive as a leader.

Professor Hugh Brady became President of Imperial College London in 2022, following his tenure as President of University College Dublin and Vice-Chancellor of the University of Bristol. A distinguished medical academic, he has published over 160 research articles and holds honorary fellowships from the Royal College of Anaesthetists in Ireland and the Royal College of Physicians London. Throughout his career, Brady has been a champion of widening access to education. Notably, at Bristol, he launched the Bristol Scholars Programme, an initiative designed to identify and support high-potential students from disadvantaged areas of Bristol. The programme has been highly successful, with its Scholars matching or outperforming their peers.

Reflecting on his leadership journey, becoming the youngest-ever President of UCD, at two decades 20 younger than the average university president, Brady acknowledges the presence of imposter syndrome. “I think a little bit of imposter syndrome has always been there. In every job, I think that's a good thing: it drives you. It stops you becoming complacent.” While often viewed as a challenge, he argues that imposter syndrome can be a powerful motivator in leadership.

When asked about the key qualities of great leaders, Brady emphasises a “combination of teamwork, determination and resilience and the flexibility and humility to change course if it looks like that’s the right thing to do”. His perspective aligns with the Oxford Character Project’s virtues of humility, collaboration, and courage – traits that define strong leadership.

Brady also shares his concerns about the current state of UK higher education. “There’s undoubtedly a crisis in UK higher education,” he states, pointing to the unsustainable undergraduate funding model. He highlights the urgent need for reform before the sector reaches a state of ‘irreversible decline’.

This episode with Professor Hugh Brady offers profound insights on leadership, resilience, and the power of surrounding yourself with people who challenge your thinking. It’s a compelling listen – perfect for your commute. Tune in now to discover what it takes to be a leader in a rapidly changing world!

Timecodes 

0:18 - We talk a lot with our scholars about leadership being a journey, not a destination. Where did it begin for you?

0:51 - You've been the president of three universities, UCD, Bristol and now Imperial - three arguably quite different institutions. What stands out for you in terms of the most significant differences?

3:32 – You were, UCD’s youngest ever president, some 20 years younger than the average age for a President. How did it feel coming in, knowing you were so much younger?

4:47 – Did you ever feel out of your depth?

5:57 – How has your view of what a university should be and do changed across your three presidencies?

7:07 – Looking back now, is there advice you would give your younger self taking on that amazing leadership role?

8:15 – Do you think, maybe particularly in the US, even more so than here, that diversity of thinking and contrarian views have the space they need to flourish?

10:18 – We're talking obviously, because we have our undergraduate leadership and research scholarship programme here at Imperial, which we're so excited about. A core tenet of that is our belief that people who are very good at research make good leaders and vice versa. How do you think your expertise in research has influenced your leadership style?

12:10 – At the last count only 17% of MPS had a STEM background. Why do you think that is?

13:33 – Do you think the world would be in a better place if there were more politicians who understood research or had a science background?

15:19 – When you were at Bristol, part of your strategy was focused around widening access and participation, and I think you invested quite heavily in recruiting students from disadvantaged backgrounds. Why was that important? 

20:10 – The Guardian, in somewhat of a dramatic headline, claimed that UK universities were in irreversible decline, citing the fact that 52 universities had gone down in the league tables the global rankings. Of course, Imperial went up and is now second, overtaking both Oxford and Cambridge. Do you think that there is a problem with some universities, and how is Imperial bucking the trend if the trend is the wrong direction?

25:03 – You've always been a keen advocate for sustainability, and I think Bristol was the first university to declare climate crisis. And yet, in this economic climate, it's really difficult for universities to commit the funding to reach net zero and still give students the experience that they deserve. How do you balance those two things?

28:16 – When we work with all of our partner universities, we're very conscious that each university has things that they passionately believe in, that they're expert in, and so each scholarship programme runs slightly differently at each university. The way Imperial does its research projects, the scholars have to link it to a UN SDG. Why was that important to make that link?

 29:40 – You've obviously met huge number of world leaders, including Prime Ministers. Who do you most admire and why?

 31:27 – you talked about inspiring you. Inspiration is a great leadership trait – what are other leadership traits?

32:57 – Why is this the best possible job for you to be doing right now?

33:52 – What would you like to ask the next guest?