Executive Coaching

As a trust grows, what holds the individual schools and colleges together? To what extent do they need to be aligned? Are there benefits to allowing schools to retain autonomy? How are you navigating this as a trust? Do you have a clear steer on it?

As new developments emerge in the sector, whether that’s a new Ofsted framework, a new White Paper, a demographic shift or a social trend, you’ll be thinking about how they will affect your organisation. What are the opportunities or threats presented and how can your strategy adapt?

It’s a journey that more and more heads are being asked to make as academisation pushes forward year by year. Lots of leaders experience the tension of being pulled towards the answers and solutions they know have worked for them in the past, alongside the drive to ‘coach’ rather than micromanage. Navigating that tension is a frequent topic in coaching conversations.

Recruiting and retaining talented people is a major element of executive leadership in education in the 21st century. Who do you need? How can you find them? How can you keep them?

Creating a culture across a large organisation is challenging. It’s the small behaviours that are repeated at scale that make the difference, so how do you ensure that your organisation’s values filter right across all schools and teams? 

School trusts in England are increasingly acting as "anchor institutions" with a core civic duty to improve local communities, not just manage schools. How can your organisation leverage its resources to support disadvantaged families and foster social, cultural, and intellectual growth? How can these responsibilities be embedded? into your mission?