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AHUA members commonly occupy the few roles in a university that offers a genuine helicopter view of the institution.
From this vantage point they see where governance, strategy, risk and operational realities intersect.

In a sector facing increasing scrutiny and complexity, the role requires far more than procedural oversight. It calls for sound governance judgement, the ability to influence outcomes without formal authority, and the capacity to hold institutional tensions constructively.

This session explores the quieter leadership work at the heart of AHUA roles:

• exercising governance judgement when navigating competing priorities and competing accountabilities
• influencing conversations and decisions between Council, executive leaders and the wider institution
• shaping agendas and helping important issues surface at the right moment
• distinguishing between what is urgent and what is strategically significant
• holding difficult institutional tensions while maintaining trust and credibility across multiple stakeholders

Drawing on experience working at the centre of executive decision-making across universities in the UK and Australia, the session will invite participants to reflect together on the realities of the role and how Academic Registrars can operate not simply as administrators of governance processes, but as strategic partners who help institutions navigate complexity with judgement and steadiness.

The discussion will draw on participants’ own experiences to explore how this role can operate as a strategic partner rather than a procedural function.

Speakers