Why is Head Tenure So Short?
The Head of School Search: Why Is Internal Succession Planning Working Better than External Succession?
April 16, 2024What is “Political” and What is “Personal” about The Relationship of School Heads with their Chairs and their Boards?
May 22, 2024One of the cardinal tenets of healthy board governance is that the combination of long-term, supportive board chairs and long-term board members produces long-term heads. This in turn creates the potential for strong admissions demand, waitlists and student retention, the attraction and retention of valued faculty, robust annual and alumni giving, a successful capital campaign, and a legacy that is admired and celebrated.
Littleford & Associates’ 30 years of research tells us that head of school departures are very seldom about documented poor performance. Then what key factors account for short head tenure?
- Board Member and Board Chair Turnover
Some international and independent school heads may have three board chairs in five years. The third or fourth chair typically fires the head because institutional memory has been lost. Board chairs need to serve at least three to five years, and the head needs to be consulted early about the choice of the board chair.
Chair and board member turnover occurs more often on elected boards. Every year there is a new slate, and board members who think strategically and support the head may lose to candidates who campaign on a single, “hot button” issue of particular interest to parents.
How do we find and mentor the right chair and keep that person for a while? How do heads and chairs support each other and yet keep the rest of the board thoughtfully engaged? How do we keep the entire board thinking mainly strategically and not operationally?
- Unhealthy Governance Behaviors
Heads’ most common complaint about board members’ behavior is their meddling in operations. The second complaint is frustration around the lack of overt board support in trying times.
Annual board governance training is important and can address these issues.
- Failure to Nurture the Head
As important as trustee and chair tenure and healthy board governance are to the sustainability of independent and international schools, there is much more that we need to do to support heads. Even though the job is stressful, heads want to serve. Most heads are former and even current teachers. While some are assertive and even aggressive about what they need, many do not advocate for themselves. They may be uncomfortable doing so because they see themselves as caregivers.
What Does Nurturing the Head Entail?
Managing stakeholder discontent, ensuring that faculty and staff receive fair and competitive compensation, and that their other professional and personal needs are met, engaging in strategic planning, and leading marketing and fundraising efforts all fall heavily on the shoulders of heads. Some heads want and need executive coaching, professional development, and financial counseling.
Al heads need appropriate breaks including sabbaticals when appropriate. If the school can provide housing, it must meet the needs of the head and the family. Most international schools also need to provide a car/driver, quality international medical coverage, tuition remission for the head’s children and adequate home leave (business class airfare for long hauls, if possible).
Heads Need to Prepare for Their Eventual Departure
Heads need to cultivate senior administrative leaders either to succeed them or to go on to be successful heads elsewhere. However, this very demand by boards can be risky if the board is suddenly attracted to a second in command while having some criticism about the head. Instead of working with the head, some boards decide they want change now and choose the often younger perhaps charismatic successor waiting in the wings.
Heads also need to understand the search cycle, recognize when it is time to leave and prepare for the next steps in one’s career.
This Consultant has met thousands of heads over the years, many who are now consulting or coaching or serving in interim roles. There is professional life after being a head because heads have SO much wisdom and experience to offer. On the other hand, how do we make the head job now less threatening, less anxiety-producing and more supportive so that heads will stay in the saddle longer? Ultimately, the children deserve that.
Watch NOW John Littleford’s informative video on the topic!
