The Puzzle: Blog

Successful searches demand that all concerned – boards, candidates and consultants – understand the ways in which the role of a school leader is changing.  The implications of this awareness are critically important for current Heads or aspiring Heads of International Schools.

As Search Consultants, we are acutely aware that Heads of International Schools are necessarily grappling with complex societal issues and assuming a broader scope of responsibilities than they have in the past. We find ourselves reflecting on this reality as we coach candidates and speak with Boards and Search Chairs regarding the challenges and opportunities in their schools.

Consider these comments we have heard this fall:

• “I feel less like an instructional leader and more like a CEO. I’m dealing with many demands that are not related to academics and learning.”
• “Can one person really do this job?”
• “I’m in a pressure cooker. It feels like one crisis after another.”
• “We need a Head of School who can bring the school community together. We had that family spirit before Covid. We’ve lost our sense of being one school.”

In 2018, The Academy for International School Heads (AISH) published the Professional Standards of Excellence, which detailed the knowledge and skills needed for the role.  This year the organization surveyed its membership regarding what standards were missing or needed revision to remain relevant in addressing current and future challenges.  The survey results offer important insights into the shifting nature of the leadership position.

The top themes that emerged, as explained by Jeff Paulson, AISH CEO, are:

Well-Being and Mental Health: The importance of the well-being of both leaders and the community (students, staff, parents) they serve has come to the forefront. This includes addressing leadership burnout and creating environments that support mental health and self-care for all constituents.

Increased Complexity and Scope: The role of the Head has expanded significantly, encompassing a broader range of responsibilities than ever before. The world's increasing complexity requires leaders to be more adaptive and response oriented.

Transparency and Trust: There is a heightened demand for transparency in leadership roles. Trust has become a significant currency in the relationship between leaders and their communities.

Diversity and Inclusion: There is a moral and ethical imperative for leaders to cultivate a more diverse leadership and governance pipeline. This reflects a broader societal shift towards inclusivity and equity.

Shared Leadership: The concept of shared or distributed leadership is increasingly recognized as crucial for success. This includes the need for strategic plans to be dynamic and flexible.

Other themes emerged as well, including the importance of adapting to technological changes; the added focus on crisis management, including navigating global conflicts in the school community; and the time required to “manage up” to ensure good governance practices and strong partnerships.

What might the implications of this information be for leaders who are applying for positions – either for another headship or seeking a first Head of School position?  Similarly, what new sensitivities and awarenesses should Boards bring to the recruitment process?  As recruiters and consultants partnering with governing Boards as well as guiding candidates, what tips might we offer regarding not only what Boards are looking for in their next Head of School but also what are the skills that will help prepare leaders for success in today’s complex times? These include:

1. Strengthen Community

We frequently hear of critically minded parents who are challenging governing bodies and the school about changes that relate to their child’s education. In the face of conflict, many Boards become risk averse and seek a Head who has skills to navigate conflict. Communication skills that are authentic, transparent, and that build trust are vital.

Implications for headship candidates:  Provide evidence of ways in which you been able to reconcile differences and have proactively created opportunities within your school community to develop agreed-upon norms of communication and a sense of purpose. In what ways have you promoted a cohesive sense of community by being visible and engaged and what steps have you taken to ensure that everyone enjoys a sense of belonging in your intercultural community?  Offering strategies for how you have aligned communication systems to improve consistency, cohesion and efficiency will also be welcomed by Boards.

2. Ramp Up Your Financial Acumen

In response to increased competition and changing demographics in many international schools, it is essential that Heads demonstrate financial acumen. Many Boards want to seek avenues for additional resources, including growing enrollment and fund raising.

Implications for headship candidates: If you lack experience in this area, seek courses, MBA degree programs, professional development, or work with a mentor who is financially savvy. Attend Board Finance Committee meetings, ask your CFO if you can observe sessions where school-wide budgets are being developed, or visit a school that has strategically increased enrollment. Serve on the board for an NGO or nonprofit organization that has financial challenges. Join organizations and networks related to enrollment management, strategic financing, philanthropy, and marketing.  Be able to explain how you have cultivated philanthropic support and share the results of communicating the value proposition of your school.

3. Build a Strong, Collaborative Leadership Team

Building strong, collaborative senior leadership teams is increasingly important as the scope of work for the Head has increased. Boards and owners understand that a Head of School can’t do it all so they look for someone who can delegate and supervise well.

Implications for headship candidates: A Head of School needs to be a master coach and talent developer – someone who can grow and develop a leadership team composed of multinational leaders with diverse skill sets and expertise, different from one’s own. Look to supervisors you have admired in your career for how to deepen your supervisory skills by consistently offering specific formative and summative feedback. Be ready to speak to how you encourage and support collaboration across the school, emphasizing teamwork. Provide examples of how you have reorganized your team or organization chart, revised job descriptions to align with the school’s mission, added leadership roles, and utilized facilitation skills such as agenda development, problem solving and decision making.

4. Prioritize Your Own Well-Being

Boards seek Heads who are emotionally resilient and able to withstand the pressures of a highly pressurized position. Prioritizing your own well-being, is a skill that many Boards seek in candidates, knowing the position requires confidence, optimism, and endurance.

Implications for headship candidates: We find governing bodies increasingly receptive to hiring a coach or mentor for the Head as well as supporting health club memberships and other wellness activities.  Knowing oneself and being brutally honest about one’s time management skills, the ability to handle conflict, and how one manages one’s emotions is increasingly crucial in leadership today. Being proactive and getting support before leadership burnout occurs is essential. Coaches, mentors, and colleagues from support groups and networks can be a vital source of empathy and inspiration. Be prepared to offer examples of how you handle stress and lengthy hours on the job by delegation, setting boundaries, engaging in work-life balance, physical activities, mindfulness practices and support networks.

The successful Head of an International School today must continue to keep learning and adapting, as new approaches to leadership are required to respond to the changing needs and demands of school communities.   Please know that as Carney, Sandoe & Associates consultants we are here to help you as you prepare for recruiting for positions just as much as we advise governing bodies in understanding and identifying the skills necessary to navigate today’s complex and changing scenarios. Please feel free to reach out to us for support and advice, whether it be feedback on application materials, interview preparation, or suggestions regarding resources.

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