Power, pressure & progress: Women leading change in higher education

One of the most compelling conversations at EnrolyCon26 wasn’t about recruitment targets, policy updates or technology. It was about leadership and what leadership looks like when universities are operating under constant pressure.

Hosted by Kate Admasu - Managing Director, Enroly the Power, Pressure & Progress: Women Leading Change panel brought together Naomi Graham (Vice Principal International & External Relations at Edinburgh Napier University), Olivia McLaughlin (Chief Operating Officer and University Secretary at University of Chichester) and Professor Sarah Williams (Pro Vice-Chancellor, External Collaborations at Buckinghamshire New University) to discuss the realities of leading through uncertainty, scrutiny and institutional change.

Setting the tone for the session, Kate described the current higher education environment as:

“Complex, high stakes and often uncomfortable.”

That framing carried through the entire discussion. This was not a conversation built around polished leadership clichés. Instead, it was an honest reflection on difficult decisions, institutional pressure and the realities of leading in a sector where the pace rarely slows down.

Making difficult decisions

The panel opened by reflecting on unpopular or high-risk decisions they had been forced to make as leaders.

Professor Sarah Williams spoke about making difficult partnership decisions despite knowing they would not be universally welcomed.

“Sometimes you know the decision is right, and you just have to do it anyway.”

Naomi Graham reflected on the realities of long-term international strategy and partnership development, particularly in a climate where external conditions continue to shift.

“The goalposts keep changing… but you’ve got to take that long-term approach and stick with it.”

What stood out throughout the discussion was the honesty around uncertainty. Leadership was not presented as having all the answers , but about making informed decisions, navigating ambiguity and being prepared to stand behind difficult calls.

Leadership culture and accountability

One of the strongest parts of the session focused on leadership culture and the behaviours that become tolerated within organisations.

Olivia McLaughlin spoke candidly about challenging behaviours that can quietly shape workplace environments if left unchecked.

“By me tolerating it, I permit it to other colleagues.”

Describing how she now addresses passive aggressive behaviour in meetings, she added:

“Repeating the phrase back and saying, ‘Did you really just say that?’”

The conversation highlighted the importance of leaders creating cultures where challenge, accountability and respect are actively maintained, particularly during periods of institutional pressure and change.

Risk, compliance and innovation

The panel also tackled one of the biggest tensions facing higher education leadership today: balancing innovation with increasing scrutiny and compliance expectations.

Naomi Graham acknowledged that universities are often perceived as risk averse, but argued that caution reflects the level of responsibility institutions carry.

“We have a lot riding on us in terms of stakeholder expectations, trust and reputation.”

At the same time, the panel agreed that universities cannot afford to stop innovating.

Professor Sarah Williams challenged the idea that compliance should automatically be viewed as restrictive.

“Compliance should be the floor, not the ceiling.”

Rather than limiting creativity, she argued that understanding regulatory frameworks properly can actually create greater confidence to innovate.

“Understanding the rules actually enables you to be far more creative.”

The discussion reinforced that innovation in universities is not simply about technology or new initiatives,  it is also about culture, confidence and how institutions respond to pressure.

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Pace, pressure and resilience

A major theme throughout the session was the relentless pace leaders and teams across higher education are now operating under.

Olivia McLaughlin reflected candidly on the pressure of working in environments where urgency has become the default.

“Everything has to be done yesterday.”

But alongside pace came a strong message around self-awareness, resilience and knowing when to slow down.

“You’ve got to know when to push… and when to push back.”

The panel also reflected on the importance of authenticity in leadership, particularly as universities navigate AI, change and shifting student expectations. Drawing on conversations with students at the University of Chichester, Olivia McLaughlin shared the feedback that had stayed with her most:

“It’s completely inauthentic. We need authenticity.”

Naomi Graham closed by highlighting resilience as one of the defining leadership skills required in higher education today.

“You are making a lot of difficult decisions, a lot of unpopular decisions… resilience is something you can build.”

Women leading change

While the discussion focused on leadership broadly, the perspective of women leading through these pressures added another important dimension to the conversation.

The panel explored whether women lead differently in higher education, reflecting on inclusive leadership, sponsorship and creating opportunities for others.

As Naomi Graham noted:

“An inspiring female leader inspires other female leaders as well.”

It was a thoughtful and refreshingly candid discussion that clearly resonated with the room, not because it offered simple answers, but because it reflected the reality many leaders across higher education are currently navigating.

At a time of increasing complexity and uncertainty, the session reinforced an important point: leadership today is less about certainty and more about navigating ambiguity with confidence, adaptability and resilience.

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