Recruiting or looking for a new role in 2026?

The independent school sector has changed — decisively. I’m sure many of you are feeling this already. In 2026, independent schools are no longer simply appointing educational leaders. They are appointing strategic, commercially aware and highly visible chief executives, leading complex organisations with multiple stakeholders, significant budgets, and a reputation to uphold.

For governing bodies, the question is no longer just: “Can this person lead teaching and learning?”

It is now: “Can this person lead the whole school — strategically, financially, culturally, and visibly — into the future?”

This is not just relevant for head appointments — it applies equally to wider senior leadership team.

What we are seeing in head appointments:

Strategy under scrutiny

Governors increasingly expect Heads to articulate a clear, long-term vision while navigating accountability to boards, parents, and regulators. Strategic leadership must combine foresight with agility as economic shifts, tax changes, and market dynamics impact both sustainability and growth.

Financial credibility

In the ISA sector, Heads are increasingly responsible for financial resilience. This goes beyond managing budgets it includes fee structures, bursaries, investment in facilities, and sometimes enterprise initiatives. Credibility with numbers and confident decision-making are essential. A growing number of Heads are undertaking additional training in business management and finance to strengthen this aspect of their leadership.

Commercial awareness

Non-core income, partnerships, overseas ventures, and occasionally mergers or acquisitions are no longer unusual considerations. Heads must demonstrate commercial judgement, strategic risk awareness, and ethical leadership  all aligned with the school’s values and ethos. Increasingly, commercial awareness is also being expected in roles such as Admissions and Deputy Head positions.

External visibility

Parents, alumni, and the wider community expect a Head who is present, articulate, and confident. Leading outwardly while simultaneously building a capable, trusted senior team internally is non-negotiable. Visibility must have purpose; it should inspire confidence rather than be performative.

Human leadership and talent development

Independent schools thrive on exceptional staff. A Head must attract, maintain, and develop a high-performing team coaching, mentoring, and devolving decisions and initiatives effectively.

Aspiring Heads want to work for leaders who will mentor and challenge them, particularly in strategic, financial, and external leadership. In turn, strong aspiring leaders are curious, committed, and proactive helping deliver change and school developments.

This reciprocal model of leadership where Heads invest in people and staff help drive innovation is a hallmark of strong, resilient leadership in the independent sector. It reflects our duty to develop the next generation of leaders.

Values-led and authentic

Independent schools compete not only academically but also for reputation and ethos. Governors need Heads who live and articulate their values consistently. Authentic leadership builds trust and fosters loyalty across the school community.

Educational authority remains non-negotiable

Despite the breadth of the role, teaching, learning, and pastoral care remain central. Even in a complex leadership role, educational expertise must remain at the heart of decision-making, underpinning every strategy, hire, and investment.

Serious about safeguarding

Safeguarding is about culture, not checklists. Strong Heads model vigilance, awareness, and leadership in every area of school life, ensuring safety is embedded, visible, and non-negotiable.

A broader role demands a stronger recruitment process this goes beyond headship appointments

The sector is tougher, and more exposed than ever. Getting the right people in the right roles is essential. For ISA member schools, recruitment processes must reflect this reality:

• Use data to inform decisions as much as interviews
• Test financial, strategic, and external leadership alongside educational expertise
• Go beyond standard interviews to assess judgement, resilience, and values
• Ensure diverse candidate pools to identify leaders who will thrive in independent school contexts

The future of independent schools depends on leaders who can hold complexity, nurture talent, and lead with clarity and authenticity. In 2026, the right Head is not just a school leader they are a visionary CEO, mentor, and cultural anchor.

If you’d like to discuss how Anderson Quigley can support you find and develop your next leaders, please contact Hayley Mintern at hayley.mintern@andersonquigley.com.