We spoke to multi-academy trust CEOs to find out their biggest challenges and advice they would give to new and aspiring CEOs.
Distributed leadership is essential to complement a CEO's skills and expertise. There are key differences in being a CEO compared to a head, and understanding the role of the CEO and the part that delegation plays in its success is essential.
Understand why you want to grow and ask the important questions - how will expansion enhance your trust? What is your growth strategy?
Our vision has moved from implementation to impact. It is the right time for our trust to grow
Liz West CEO Wimborne Academy Trust Wimborne Teaching School
I would imagine it depends on whether you are new and joining an existing MAT, whether you have worked in the same culture before, or if you are creating a trust. Coming to terms with the complexity of the responsibilities that come with the role is the first. From my personal experience:
The developing triangle between local governance, trustees and a burgeoning executive also creates interesting questions.
We are still working on this. Regular meetings and discussions help people to understand. But ultimately, if you are CEO, you are accountable. Academies have the autonomy to make the right decision, which is usually that which emerges from the wisdom and challenge of the collective.
Optimus members can download our MAT CEO skills audit to determine the skills and knowledge required to fulfil their responsibilities.
An increase in primary schools as family members, a move to a hub based model and an increase in central education improvement staff.
Hopefully, an end to the ridiculous funding inequalities. Continuing our evolution from a cottage industry reliant on enthusiasm and goodwill of a few to a more systematic, sustainable trust.
Mark Woods CEO Cambridge Meridian Academies Trust (CMAT)
Leading a MAT is different to leading a single academy. New skills need to be developed to allow decision making to be effective. In my case, the two primary schools that have joined the MAT are ‘good’ schools and our scheme of delegation provides a lot of autonomy. We discuss changes that affect all three academies and bring proposals to the board.
As a secondary trained headteacher, I must quickly learn about life in a primary school. I am still learning every day!
The amount of time varies at different times of the academic year. In the run up to producing financial statements, there is a lot of activity around ensuring financial compliance at the same time as examination results are analysed and development plans updated. This is probably the most time consuming period.
Incremental growth based on what we know about the needs of our students and staff.
David Hermitt Executive Principal Congleton High School and CEO Congleton Multi-Academy Trust (CMAT)