Selecting a new head of school is a momentous task that creates not only excitement and passion but intricate governance challenges. Since hiring, compensating, rewarding, and if necessary, parting ways with a head of school is one of a board’s three primary responsibilities, boards become invested in and engrossed in the prospect of choosing a new leader. However, the emotional fervor attached to it can sometimes overshadow critical governance considerations.

As an executive search consultant, our Firm has identified key governance considerations to address, preferably before initiating the search process.

Clarity on Departure

Before embarking on a head of school search, boards must provide clarity and a public explanation for why the current head is leaving. Transparent communication about the departure helps manage expectations and fosters a smooth transition.

Considerate Treatment of Outgoing Head

Define the protocol for how the departing head will be treated. A respectful and considerate approach is crucial for preserving the school’s culture and ensuring a positive legacy and future for the outgoing leader, unless of course, the head is leaving because of committing an act of moral turpitude or engaging in other egregious behavior. Rarely does this happen in independent and international schools. However, often the language of departure more than subtly indicates that the head was fired or gently or firmly pushed out. Boards need to avoid termination “without cause” language that damages both school and head.

Mission Alignment

Ensure full agreement within the board and the search committee on the school’s mission and its implications as they embark on the journey of finding a new head. A unified understanding is essential for a successful search.

Search Committee Composition

The make-up search committee is crucial. The reasons for choosing its members, ensuring representation from various stakeholders, including parents, faculty, and board members, must be very clear. The search committee should be mainly made up of board members.

Consider whether to form advisory committee(s) that provide input to the board search committee but do NOT recommend a candidate.

Search Approach

Decide whether to opt for a large, open, and transparent search or a more focused, closely held to the board approach.

The chosen approach should align with the school’s values and current needs.

Remember the more open and democratic the search as multiple constituencies weigh in, the greater the risk that one or more groups will be unhappy with the ultimate choice.

Preserve Institutional Memory

Maintaining institutional memory on the board is vital. A balance between continuity and fresh perspectives is essential for effective governance during and after the head of school transition.

When there is too much turnover on the board, eventually too few remember why the head was chosen in the first place and what the board at the time charged the head to do.

The Head of School Profile

Ensure the profile reflects the collective desires of the board, parents, and faculty. Aligning expectations will contribute to a smoother transition and increased chances of success for the incoming head.

Avoid Extreme Shifts

Beware of selecting a candidate whose leadership style is the complete opposite of the outgoing head’s without valid reasons because that person will be a shock to the school culture. Teachers and staff, in particular, are reluctant to embrace major change.

Strive for continuity in values and objectives while embracing the need for necessary changes.

Succession Planning

Define who will assume the role of the board chair when the new head arrives. Candidates will want to know this.

This foresight ensures a seamless transition in leadership and maintains stability within the governance structure.

Transparent Compensation

Define the compensation package well in advance of discussing it with the candidate. Transparency in this regard is essential for building trust and ensuring a smooth negotiation process.

Entry Plan and Transition Period

Develop a comprehensive entry plan and transition period to facilitate the new head’s assimilation into the school community. Address challenges that may arise during this crucial phase.

Identify Potential Risks

Identify key players, including unsuccessful internal candidates, who could pose a risk to the new head’s leadership. Proactive risk management is essential for a stable transition.

Goal Setting for the New Head

Clearly define what the board should and should not do in setting goals for the new head. Establish realistic expectations and provide the necessary support for achieving them.

Remember that a new head arrives with no political capital and needs time to build it.

Political Backing

Ensure that good governance and political support are in place when the new head encounters challenges or makes mistakes. A strong foundation of support is crucial for the head’s resilience and success. The chair needs to be willing to be a ‘fire wall” to protect the head particularly in the first three to five transition years.

Board Composition

Evaluate the diversity and balance within the board to ascertain whether it is conducive to the success of the new head. Address any major cliques that may hinder effective governance.

Support for the Head’s Family

Recognize the importance of nurturing the head’s family for at least the first year. A supportive environment for the entire family contributes to the head’s overall well-being and success.

Conclusion

Head of school searches are pivotal moments in the life of an educational institution. By addressing these governance considerations, boards can navigate the process more effectively, ensuring a smooth transition and setting the stage for the success of the incoming head. Balancing passion with governance is key to securing the future of the school and maintaining its commitment to excellence. Do not let the excitement of the search or the prospects of one interfere with support for and fair evaluation and treatment of the current head.

Littleford & Associates has placed successfully over 40 heads of school in the past 14 years and almost all are still in place. We are a small but laser focused search firm whose clients retain us for work on governance; planning; compensation for heads and staff; marketing; fund raising; school climate issues; mentoring and coaching heads and chairs AND executive searches.