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In this interview, I stepped into the world of leadership through the lens of Dr. Ravina Sanghera, Vice-Provost and Dean of Students and associate professor in the Faculty of Pharmacy and Pharmaceutical Sciences. I discovered how empathy, resilience and communication are intertwined with her clinical background to shape her leadership philosophy.
What inspired your decision to pursue a career in pharmacy and, subsequently, a leadership role within academia?
From kindergarten, I naturally found joy in facilitating conversations and lending a helping hand. Also, my innate curiosity has remained a constant throughout my life. So, my interest in pharmacy stemmed from curiosity and a fascination with pharmaceuticals, combined with a desire to serve and care for others without expecting anything in return. That is how pharmacy became the path I chose to pursue.
Regarding leadership, I have always believed that formal titles are not necessary for demonstrating leadership qualities. Leadership, to me, is about navigating challenges effectively. Driven by my enduring passion for both learning and teaching, I returned to the Faculty of Pharmacy and Pharmaceutical Sciences to teach and facilitate learning opportunities a year after graduation. My journey led me to student affairs within our faculty, where I became an advocate for student support, bridging the gap between students and the resources they needed to excel in their field. Subsequently, this pivotal role paved the way for my appointment as the Dean of Students.
Could you share insights into your approach to effective task prioritization and time management, particularly in your dual role as a professor and as the Dean of Students?
I actively seek out new strategies. Surrounding myself with supportive individuals who can assist me in prioritizing tasks is key. I highly value input from others, particularly during urgent situations, as their expertise assists me in making informed decisions. In my role in health care, prioritization is essential. With numerous patients requiring attention, I am always assessing what needs immediate action and what can wait. Thus, my background equips me well for this constant evaluation. Effective communication is very important, especially in a leadership position when someone perceives their issue as urgent. I clearly communicate my priorities, helping others understand the rationale behind my decisions and facilitating collaboration toward common goals.
How does your background as a pharmacist shape your approach to leadership, and which aspects prove to be particularly valuable in tackling challenges?
In pharmacy, focusing on the person in front of you is fundamental. This mindset translates well to leadership roles, where the emphasis lies on serving and honouring others. In my role as Dean of Students, I strive to honour all aspects of our students' identities, mirroring my interactions with patients. My goal is to create a comfortable environment where students feel supported and their needs are fulfilled. This parallel underscores the close connection between my roles in both contexts.
Conversely, with a clinical background, what do you find to be the most challenging aspect of a leadership position?
I acknowledge that I am still in the process of learning patience. Transitioning from roles including instructor to faculty, then associate dean and finally dean comes with its challenges, and one major adjustment for me is the need for patience in seeing the impact of my decisions. In the health care field, changes often yield immediate results that can be observed and adjusted accordingly. Yet, at the university level, the consequences of decisions might take considerably longer to become apparent. Despite the delayed feedback, acting with integrity and seeking expertise from others can establish confidence in the decisions made.
What advice do you have for graduate students in clinical or research-intensive programs who aim for leadership roles in an academic setting? What essential skills do you think they should prioritize developing?
Encourage curiosity in your setting to assist in decision-making and team leadership. Additionally, prioritize building relationships and expanding your network beyond your field or discipline, as it may open unexpected doors. If existing spaces for learning are lacking, take proactive steps to create them and invite others to join.