Finding space for growth
Q: What motivated you to join the Top Management Programme?
John: As I began to see that I could potentially play a leadership role, I wanted to gain deeper insights about myself. My primary hope was that TMP would help me understand if leadership was something I would both enjoy and be able to contribute to meaningfully.
I was also looking for opportunities to learn about different systems, connect with new people and experience different perspectives. In our busy academic lives, we rarely set aside time for personal development. I've always believed that we need to deliberately preserve space in our calendars for growth - both for our own benefit and for the institution we serve.
Unexpected benefits
Q: What were the most valuable takeaways from the programme?
John: It's difficult to fully encapsulate because the programme continues to have what I'd call a "tail of impact" on my career. I developed new friendships, gained insights into myself and the educational system, and built greater resilience.
One of the most impactful elements was working in what we called "impact groups"—small cohorts of colleagues in similar roles. In these groups, we created a somewhat vulnerable but controlled environment where we could be honest with each other. This shared experience helped me recognise that I wasn't alone in facing leadership challenges, and that there was tremendous value in exchanging perspectives.
Q: Were there any surprises along the way?
John: The impact groups surprised me with how much value they delivered. The format was unique—when sharing a complex leadership challenge, your colleagues weren't allowed to make suggestions, only to ask questions. This approach helped "unpeel the onion" of the issue and was incredibly revealing, both for myself and in witnessing others go through the same process.
The networks I built have been another pleasant surprise. I'm still in contact with several people from the programme. We collaborate, support each other, and can pick up the phone to speak with someone who's been on the same journey. It's created a whole new ecosystem of professional relationships.
Global perspective
Q: Where did you visit for the international component of the programme?
John: We travelled to Stockholm, Sweden, during what I remember as a beautiful, snowy February. This was the longest period our cohort spent together, and it was incredibly revealing. We visited five different institutions, including the Karolinska Institute—one of the world's highest-ranked medical schools—and the Stockholm Business School.
As a scientist, I found it especially valuable to see how different types of institutions approached their challenges. We even visited what I recall as a circus university in the humanities, which exposed us to incredible diversity in educational approaches. Seeing the Nobel Prize venue and innovative teaching spaces gave us tangible examples of excellence in higher education.
Leadership transformation
Q: How has TMP changed your approach to leadership?
John: It's hard to pinpoint everything that's different—I'd say there are many changes. First, I've truly internalised the importance of creating time and space for one's own development. Now, when I hear busy people (including myself) say they don't have time for development, I encourage them to pause and make that time.
I've incorporated this philosophy into how I work with my own leadership team, emphasising that they must create space for their growth. I also continue to draw on the network I built, which has been incredibly helpful throughout my career.
The programme gave me confidence in areas I might not have otherwise developed, like financial analysis. I have a vivid memory of being given balance sheets to analyse, which helped us understand our fiduciary responsibilities. The emphasis on coaching and resilience has also shaped my leadership style and how I engage with my own teams.
Enduring connections
Q: How has the alumni network supported you over the years?
John: I'm really proud of being part of TMP and the people I met through it. Just two days ago, I reached out to someone from my cohort to catch up and ask them to support me with some work. That kind of reciprocal relationship is invaluable.
The shared experience creates a unique bond. When you've gone through an intensive programme together, seen vulnerability in others, and been vulnerable yourself, it creates friendships and support systems that endure. It's an ecosystem of connections that remains incredibly valuable years later.
I'm so convinced of the programme's value that I've encouraged many members of my own leadership team to participate. It's not just for themselves or the institution—it's an opportunity to build deeper, more meaningful professional networks that will serve them throughout their careers.
John O’Halloran was appointed President of University College Cork in August 2021. Prior to taking up that role he was Interim President for one year and, prior to that, Deputy President and Registrar since 2018. He is also chair of Advance HE’s Ireland Strategic Advisory Board and participated in Advance HE's Top Management Programme for Higher Education. Find out more about John.
Applications for Top Management Programme 2025 are now open. Find out more.