It’s not overdramatic to say that finding the best leaders for schools in the current climate is make or break. A successful appointment can be the difference between thriving and merely surviving. The wrong match can prove costly and time consuming. 

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So, how do you find the perfect fit to take your school forward? A well-worded job advert might catch the eye of the ideal candidate. Word of mouth could carry the message to the right set of ears. 

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But that’s like scattering seed to the four winds in the hope enough lands in fertile soil. You’re trusting to fortune, not sound methodology. 

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It pays to make your own luck. A specialist head hunter will do more than plant the seed in the right part of the garden. They will turn the soil, add loam and then nurture the seedlings to help them grow. 

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I call this the power of the search – and it’s why I love being a head hunter for schools. 

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As soon as a school says that they are looking for a new hire – whether a head, deputy, admissions or development director – my brain starts churning through possible candidates. 

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I can’t help myself. I find the whole process exhilarating. There’s a thrill to maintaining a network, staying in touch and making it my business to understand the current circumstances, strengths and trajectories of people in the sector. And, ultimately, to filling a role with a quality candidate.

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It’s a hugely positive experience. After all, who doesn’t like knowing they are in demand and highly regarded? Who doesn’t want to hear about a new, exciting opportunity that will progress their career?

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Ultimately, there’s no substitute for time spent on the phone. Recruiting an effective leader brings so many nuances and moving parts, around what’s right for the school at that time, the priorities of individual candidates, and how far both parties are willing to flex. Those are impossible to navigate without talking it through in person. 

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Of course, I’m not just speaking to candidates, but also other heads, deputies, admissions directors, who might know who’s on the up and who’s on the move. 

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In an ideal world, a school will give me eight to ten weeks to deliver a broad field of candidates to fill the role. I can map out the campaign, get in a rhythm and use my vast network to find the best-suited candidates. Crucially, I can be their trusted companion throughout the process - resulting in better prepared and engaged candidates at longlist.

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Again, that’s where the thoroughness of the search makes a difference. The perfect candidate might read the advert and assume that they are wrong for the role. Or they might have concerns about moving their family at that time. When you speak to them, give the context and the possibilities, then let it brew for several weeks, there can be a different outcome.

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Likewise, it’s my job to talk about the school, represent the brand, the culture, the strategy and what they’re trying to achieve over the next five years. I can tell the candidate with conviction that I really love the school, because I’ve visited several times and I know there are some exciting things going on that they should want to be part of. 

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I act as a go-between, providing a fuller picture of the opportunity and how the school would accommodate their needs. I’ll report back to the school and explain the specific demands and circumstances of the frontrunners. 

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A good head hunter is like a sweeper in a curling match, reducing the friction on the ice, so the stone can travel further and end up in the right position. Of course, there are situations where no amount of sweeping will change the result. But far better to know in advance. The aim is to avoid unpleasant surprises during the interview process. That’s just a waste of everybody’s energy.

It's important to remember that these appointments are momentous, life-changing decisions. Great candidates can pull out, even after strong early interest, others might be cautious initially, but then warm to the prospect. They need a single point of contact to touch base with throughout, who will help smooth the path to a successful appointment. Schools are people-focused institutions and so I act as an extension of their brand, putting care for candidates at the heart of the process.

It’s up to me to manage expectations, be candid when something isn’t the right fit, offer honest feedback and generally provide pain relief to all parties.

The truth is that schools need and want the very best candidates in the market to apply for their leadership roles. A job advertisement alone cannot help those candidates consider if the role is right for them and if they are right for the role. Finding the right head hunter to navigate the process on your behalf can make all the difference.

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Some things are too important to rely on serendipity.