The question facing many governing bodies is shifting.
Rather than asking only, “Who should lead our school?”, boards are increasingly considering, “What leadership team does our school need to succeed in the years ahead?”
As our ongoing research into the changing nature of Headship continues with the development of our latest research phase ‘20% More – The Art of Headship 2026’, we’re seeing evidence that the demands on school leaders are becoming more complex and specialised. In response, some schools are redesigning senior leadership structures and introducing new executive roles to strengthen strategic capacity.
Richard Backhouse, Head of UK Appointments, explores this emerging trend and what it may mean for schools planning for their next chapter in this post.
Independent schools’ leadership teams are changing. As financial, regulation, commercial pressure and stakeholder expectations intensify, the question is no longer only what kind of Head/CEO a school needs. Increasingly, it is what kind of senior team the most senior executive now needs around them to address the challenges of today – and prepare for and seize the opportunities of tomorrow.
As we update our research into the changing nature of Headship in independent schools, one theme is already emerging: the demands on Heads are not simply increasing; they are becoming more varied, more technical and more strategically complex.
As demands on the Head/CEO increase, the senior team around them is being asked to carry a new balance of responsibilities. Innovative practice in this area is emerging quickly. Some schools are redesigning their senior team to meet these demands; bringing those with specialist experience closer to the formation and execution of strategy.
In recent months, we have been appointed to find the first holders of some of these newly created posts – including a Director of Governance and Compliance, a Chief Strategy Officer, and a Director of Commercial Enterprise.
It’s fascinating to see the creative and strategic minds in the UK’s leading independent schools fashioning teams of people whose combined expertise will enable their schools not just to survive, but to thrive in the next chapter of their history.
It’s no coincidence, perhaps, that demand for strategy consultancy is also increasing at the same time. Evaluation of senior structures sits alongside governance, culture, and stakeholder analysis as schools plan for their future.
If your school is beginning to think about whether its leadership structure is right for the next chapter, we would be very pleased to talk — whether that means creating a new role, refining an existing one, or simply testing the shape of the team around the Head.