Jagran Lakecity University Vice-Chancellor: Dr. Sandeep Shastri Interview

Dr. Sandeep Shastri is the Vice-Chancellor of Jagran Lakecity University, Bhopal. He is a renowned author, researcher, political strategist, speaker, and has 13 books to his credit, more than 50 chapters in edited books, and over 100 articles in prominent research journals. He is associated with several prestigious international research bodies in the field of social sciences and education. In addition to that, he is also an international consultant to the United Nations Development Programme (UNDP), World Bank, and many more influential organizations.

What are your goals for the university?

“To become a leading teaching and research university committed to the welfare of society”

My goals for the University are fully aligned with the Vision that the University has identified for itself. This Vision sets for us a goal of excelling in both research and teaching. Thus, I would aim to make the institution a space for cutting edge research focusing on innovation and quality teaching/learning. Our vision also commits to focus on creativity, character building, integrity, innovation, entrepreneurship, enterprise, cooperation, and collaboration. These seven principles guide us as a University in all that we do.

What are some of the changes you’ve noticed in the education industry?

“The focus on learning has led to the spotlight of attention on multiple learning strategies besides diverse teaching methods”

• The 21st century higher education scenario has undergone a dramatic change in consonance with the aims and aspirations of society. 
• Firstly, higher education institutions are today ‘spaces for learning’ and not mere ‘zones of teaching’. Faculty are today facilitators ensuring a meaningful dialogue and not just providers of information.
• Secondly, education today needs to bridge the gap between the ‘world of study’ and the ‘real world of work and professional activity’. 
• It is today being increasingly realized that learners absorb knowledge in multiple ways and the learning framework needs to reflect these diverse learning methods. 
• Finally, the education system needs to focus on flexibility and diversity.
• Allowing for blended learning on the one hand and strengthening the Choice Based Credit System (CBCS) seems to be the way forward. 

What are some of the methods adopted to Build a healthy relationship at the university?

“We provide a platform and opportunities for communication between all stake-holders”

We at the University aim at creating a `psychologically safe space` for all those who are part of the University. Creating such a healthy environment is critical to the success of the vision and mission of the University. This healthy relationship is about creating a `synergy` among the stakeholders which allows each stakeholder to take ownership for what the University strives to achieve. The leadership of JLU believes in `walking the talk` and through their actions set the tone and trend for this healthy relationship. 

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How are your past experiences helping you, shaping the vision of Jagran Lakecity University?

“Exposure to research, consultancy, and dialogue with a new generation has allowed me to learn and grow”

I have had the privilege of working both in a government university and then in a private university. This experience has allowed me to learn the best practices in both environments and integrate them into my work at Jagran Lakecity University. I have felt most comfortable in the classroom learning with my students. Even as an administrator, I have continued to focus on my teaching and research. This has allowed me to multi-task and ensure that no facet of my responsibilities is lost sight of. 

What are some of the leadership positions you’ve held and what is your leadership style?

“My leadership style has been democratic and people-oriented”

• I have been truly lucky to be entrusted with important leadership positions.
• I was privileged to be made Dean of Social Sciences in the Training Arm of the Jain Group of institutions. I also went on to become the Director of the Institution. 
• I was made the Pro-Vice-Chancellor of JAIN (A Deemed to be University) and was in that position for over a decade. I also headed their Social Science Research Centre.
• In terms of research, I have been part of one of the most prestigious social science research networks in India called Lokniti, which undertakes survey-based research. I have been its National Coordinator for a while. 
• In the Consultancy domain, I have been the Lead Consultant for the Forum of Federations for its Capacity Building Project on Transition to Democracy in Myanmar since 2012.

All these responsibilities have allowed me to learn in diverse socio-cultural settings and with a range of fascinating and motivated individuals. I try to adopt a participative style and allow my team to take ownership of tasks. I am always available for the team I lead and have strived to develop an environment and work people-centric culture. 

What do you feel the most effective learning environment would be?

“The commitment to excellence in the actions of my colleagues, and each stakeholder”

I define it in a sentence. Does my learner, `Run to the University and Walk back home or Walk to the University and Run Back home`. This depends on whether my faculty colleagues, `Run to the University and Walk back home or Walk to the University and Run Back home`. The most exciting thing about a learning environment is to see the passion for learning in the eyes of my learners.

How do you organize, plan & prioritize the work for the university?

“Develop long term goals, a short term mission, and immediate tasks”

The long term goals need to be defined in quantifiable terms with clear timelines (for 2-3 years). These then are converted into a short term action plan and a prioritized mission (for a year). This in turn is spelt out as monthly targets and daily tasks. Each day I review the tasks and how much we have moved forward and review our goals for the week and month. All this planning and strategizing are linked to the student’s aspirations and priorities. The next priority is my colleagues – the faculty and non-teaching staff. 

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What is the most challenging aspect of your role?

“Achieving goals is always work in progress and each day brings a new opportunity”

Honestly, I do not see any challenge as a Vice-Chancellor as I have a wonderful and motivated set of colleagues working with me. I constantly ask myself whether I am working towards the aspirations and expectations of the different stakeholders in the University. My anxiety is often about whether there is some dimension I am missing out on. Being in constant touch with people allows me to understand what needs to be done. 

Any messages for the aspiring students?

“It is important for the younger generation to have clear goals, and work towards achieving them”

My only appeal to the younger generation of learners is to make the best of the opportunities that are available to them. We are living in fascinating times with fast-paced change and keeping abreast of developments has become so very important. Think big, keep your head level on your shoulders and work towards realizing your ambitions. Dream your Dreams, Live Your Dreams, and Achieve Your Dreams!