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Leadership Lab - Michael Spence, President and Provost, UCL

In this episode of the Leadership Lab series, Susanna Kempe, CEO of the Laidlaw Foundation, speaks with Dr. Michael Spence, President and Provost of University College London (UCL), about his leadership journey, UCL’s unique identity, and the challenges of guiding a global institution. Dr. Spence, who joined UCL in January 2021, previously served as Vice-Chancellor at the University of Sydney, where he left an incredible legacy, improving graduate employability and raising over a billion Australian dollars through the record-breaking INSPIRED campaign. His academic background includes a Doctor of Philosophy from the University of Oxford (where he headed the Law Faculty and Social Sciences division), and a BA in English, Italian, and Law from the University of Sydney. He has been recognised for embedding diversity and sustainability in institutional culture, and in 2017, he was awarded one of Australia’s highest honours, the Companion of the Order of Australia (AC). Reflecting on his leadership journey, Dr. Spence shares a key lesson learned from his early days as a waiter: “It taught you to put a distance between your role and your personal identity and to think about the way in which you navigate that distance.” This ability to separate personal identity from professional roles has allowed him to maintain authenticity while managing the emotional demands of leadership. He adds, “People are sometimes angry with the president or the provost, and it’s important that you are authentic in your role but also important that you don’t let it get to you.” Dr. Spence also discusses UCL’s identity as a “Challenger Brand,” emphasising, “UCL is a 200-year-old challenger brand. We’ve got a chip on our shoulder that we’re not Oxford or Cambridge, and that leads to a relentless desire to do better and a real hunger to be excellent.” This drive for constant improvement is a hallmark of UCL’s culture, which seeks to innovate and resist complacency. Dr. Spence is particularly proud of UCL’s founding principles of diversity and “useful knowledge,” saying, “UCL was founded on the radical notion that you can think quite different things and yet live together well in community.” This ethos continues to define UCL, fostering a space for diverse perspectives and constructive disagreement. This episode with Dr. Michael Spence provides a thought-provoking exploration of leadership and the power of mindset. It offers valuable insights for those aspiring to lead with authenticity, resilience, and a commitment to societal impact. —————————— 00:18 - We often emphasise to our scholars that leadership is a journey, not a destination. Could you share where your leadership journey began? 03:40 - After over a decade at the University of Sydney, what was the experience like moving to London? 05:19 - You are very familiar with Oxford, a university with a rich history and strong brand reputation. How does it compare to UCL and the University of Sydney? 06:40 - During your time at the University of Sydney, you led the incredible INSPIRED campaign, raising $1 billion. What inspired that initiative? 08:35 - Do you have similar plans for a large-scale campaign at UCL? 08:50 - We are always amazed by the high number of Laidlaw Scholar applications from UCL. Do you think there is something unique about the UCL student body that drives this ambition? 12:45 - The international aspect of the Laidlaw Scholars programme is something we value deeply. I often find that we see our own country differently when viewed from abroad. Have you had similar experiences? Now that you are in Europe, is there something about the Western Pacific that seems obvious to you but is often overlooked here? 16:50 - Why do you think we continue to witness ethical lapses and a lack of humility and integrity in so many sectors today? 26:14 - One of the things that stands out about you is that you truly practice the values you champion, especially around equity, inclusion, and diversity. You made a significant impact at the University of Sydney, and you are prioritising these efforts at UCL as well. Could you share more about how you fostered a culture of change in both institutions? 32:50 - You have had the opportunity to meet leaders from around the world. Are there any who have particularly inspired you? 34:00 - What leadership traits do you think are essential to develop? 39:45 - You took a significant pay cut for your role at UCL—what motivated that decision? 40:15 - How do you recognise when it’s the right time to step aside and pass the baton? 42:32 - What question would you like to ask our next guest?