The intangible, indirect “costs” of a Head search may be the most difficult to estimate because they do not fall into personnel monetary costs or time. They may involve many people’s responses to the need for and the process of a search. Be aware of the following possible dangers and prepare to remedy any developing concerns.
- Members of the Board, feeling the outgoing Head may not pay full attention to the school, could become more (inappropriately) involved in day-to-day functions, directing administrators and managing aspects of the school’s operation.
- If the Head relinquishes active direction of the Leadership Team, they might seize the opportunity to make decisions more appropriate for the Head. For example, subordinates could assume responsibility for deciding about hiring, executing contracts, or soliciting major donors.
- In addition, the Head, Board, and Leadership Team may be tempted to postpone major decisions until the new Head is in place, leading to a real sense of leadership inaction. If a power vacuum occurs, someone may step into the breach and push through a “pet” project not called for in the planning documents and therefore not part of the Board’s or administration’s annual agenda.
- Teachers may be concerned about the change in leadership, regardless of their relationship with the incumbent. Their concerns will center on trading a known management style for an unknown one. Some may even look for positions in another school.
- Parents will watch the search process carefully, looking to see if the school will be the same with a new Head. If they respected the outgoing Head, they may consider other schools for their children. If the Head leaves because of acrimony, parents may fear a disruption to the educational process, increasing the numbers searching for other schools.
- If students sense confusion in the school’s leadership and ambivalence among their parents, they may become restless. Discipline problems may increase, they may pressure the faculty to relax standards, or they, too, may want to look into other schooling options.
- Last, the new Head, even the most enthusiastic, may proceed cautiously once assuming office. There will be time devoted to assessing needs and planning to address those needs. The new Head will institute new leadership and management practices. Altogether, leadership inaction and time for the new Head to “get up to speed” could mean the school suffers. Decisions may not be made in a timely fashion. The activity level (i.e., progress) may decline, and potentially stagnate.
These “hidden” pitfalls are not always predictable, but you can anticipate them. The Search Committee, reflecting on your school’s personality, must consider each of these unfavorable possibilities.
Create a list of potential responses and go over them with the outgoing Head. Use the Head Support and Evaluation Committee to watch for adverse situations and to monitor responses by the Head and Leadership Team. The Marketing Communications Director and staff should also be aware of possible issues among the school’s families and be prepared to address their concerns.
Additional ISM resources:
The Source for Trustees Vol. 17 No. 3 The Key Responsibilities of the Search Committee
The Source for Trustees Vol. 14 No. 6 The New Board President and the Head-Elect: A Working Relationship
Additional ISM resources for members:
I&P Vol. 32 No. 7 Strategic Planning, Leadership, and Your Next Head Search
I&P Vol. 32 No. 1 The Board’s Contract With the School Head: Solidify Expectations, Define Relationships
I&P Vol. 36 No. 8 Ease the Transition for the Incoming Head
