Just over 16 months ago, I stepped into a new senior leadership position at Sheffield Students’ Union.
With an extensive career in HR across the Higher Education sector, I was hoping to bring a fresh perspective as an “outsider” stepping into the movement.
As part of my role I’ve been working with colleagues who bring experience from “within,” some of which have over 17 years of experience in students’ unions. And at NUS Strategy Exchange we presented our lessons from stepping in and stepping up.
In part one of this two-part series we’ll explore what we’ve learnt working together and bridging our experience and expectations as both “insiders” and “outsiders.”
Here are some of those reflections on what I’ve learned, the progress I think we’ve made, and the questions I’m still pondering as I continue to grow in this role.
The “outsider”
When I stepped into my role as a senior leader in a students’ union, I knew I was diving into a world of complexity and new challenges. Coming from a mid-level leadership role in a large organisation, I was excited about the broader remit and the opportunity to make an impact. A year in, I’ve been humbled, inspired, and stretched in ways I didn’t anticipate.
Students’ unions are fascinatingly complex. The intersection of charity law, employment legislation and the higher education framework creates unique challenges. What’s been most surprising, though, is the balancing act required in enabling relationships with student leaders.
Student leaders wear many hats: elected officials, trustees, and employees. This multifaceted role means we carry significant risk in how we work with and support them.
We have a duty of care but also need to maintain neutrality and, at times, report to them in their various capacities. Navigating this is challenging, but it’s also a reminder of the unique value of students’ unions. We are here to empower students to lead and represent their members, even if it means stepping out of our comfort zones.
From specialist to generalist
One of the biggest shifts for me has been moving from a specialist role in a large organisation to a generalist role with a broader remit. I loved the idea of combining strategic oversight with operational detail, but the reality has been more demanding than I expected.
On any given day, I’m zooming in and out – from big-picture strategy to the intricacies of policy and governance. It’s both exhilarating and exhausting, and I’ve learned the importance of bringing in my team members to help me juggle priorities. The constant switching is a skill I’m still developing, and I’ve come to appreciate the power of collaboration more than ever.
Despite the steep learning curve, there are tangible wins that I’m proud to reflect on, supported by my “outsider” perspective.
These have included streamlining and standardising policy, including introducing a menstruation policy and focusing on parental and fertility support for staff at the SU. We’ve drawn on disruptive HR models rethinking about how we support staff whilst at the same time strengthening relationships with staff from our EDI staff network, trade union reps to staff engaged in security for events.
Working with student leaders, however, has been a highlight. Their passion, creativity, and commitment to driving change at such a young age are inspiring. Mentoring them has been a privilege, and it often leaves me reflecting on how much I still have to learn from them.
It’s a reminder of why this sector is so special – the energy and innovation students bring are unmatched.
Working with a strong senior leadership team has also been invaluable. It’s a privilege to be part of a team where diverse perspectives are valued, and everyone is working toward a shared goal.
Looking ahead
As I look back on this year, there are some key takeaways and open questions I’m continuing to reflect on.
- With students being at the heart of everything we do, how do our internal practices and processes reflect that?
- Governance keeps us accountable, but it can also be rigid. How do we build flexibility into our systems so that we can adapt quickly during crises without losing sight of our values and responsibilities?
- Leadership and management development can be challenging in small organisations like students’ unions. How can we collaborate to deliver impactful development programmes and share resources?
- How can we connect with and support other unions and influence national conversations in a meaningful way?
- Building a network has been one of the most empowering aspects of this role. I’m grateful to colleagues across the sector for their openness, support, and advice. It’s a reminder that no one leads alone and I’m committed to paying that forward.
As I enter my second year in this role, I’m excited to keep learning and growing. The challenges of the students’ union sector are real, but so are the opportunities to innovate and collaborate.
Whether you’re an “insider” or an “outsider,” what matters most is our willingness to listen, seek feedback, and challenge ourselves and others. These qualities are what drive sustainable and impactful change.
If my reflections resonate with you, or if you’re grappling with similar challenges, I’d love to connect. Let’s share insights, support one another, and work together to make the sector even stronger.
Look out for part two of this series next week exploring reflections on being an “insider” in student unions.
