I am always amazed when I see job postings from small MATs looking for CEOs. Aside from questioning the quality of their succession planning, I can't understand why their boards don't take the natural opportunity to merge.
But the truth is, while the board may be responsible for formulating strategy, it still relies on the expertise of the CEO when it comes to growth. And how many CEOs would be willing to risk their jobs by recommending a merger rather than filling their pensions for a few more years or seeking a higher-paying job?
Well, first of all, here I am. I am currently in the process of merging my small MAT with a larger MAT. It is entirely my will.
The acquisition organisation already has a CEO who has no plans to leave and is highly regarded by the board and the DfE. There has been no pressure from the DfE and this is not a case of the larger trust “swaying” the board behind my back.
I have no intention of leaving the organization, but I have to work like most people in my position. I have an impressive resume, but I am still a single mom with a mortgage to pay, and there is no juicy promotion waiting for me on the other side.
So why would I voluntarily put my job at risk? What do I know that other CEOs don't?
Simply put, no. I am less afraid of giving up my hard-earned position at the top of the hierarchy than any CEO. But I am not currently the leader I want to be, and I am not prepared to compromise my leadership standards to maintain my position.
Perhaps more importantly, as a small MAT we simply lack the institutional strength and sustainability to achieve our ambitious vision for our staff and students. By working together at scale, schools can better adapt to challenges such as funding pressures, climate change, the SEND surge, teacher recruitment and retention, and the crisis in student attendance.
Taking control of your destiny requires trust.
Moreover, I believe that my students deserve to be educated in a group of schools that are at the forefront of innovation. That’s why I chose a merger partner that provides a groundbreaking curriculum to over 500 schools nationwide. For a group of four elementary schools, being involved in school improvement on a national scale would have been a dream come true.
Changing the face of education means much more than what happens in our schools. We need to work together as school leaders.
But the MAT system has inadvertently pitted us against each other. We compete hungrily for the remaining schools of maintenance, desperate to devour them before we ourselves are devoured by larger predators.
How many small trust CEOs have tried this year to distract leaders of slightly larger organisations from the work of improving their schools? Have they offered to work 'collaboratively', barely concealing the drool and the menacing glint in their eyes? Are they motivated by improving the life chances of students outside their trusts? Or are they simply desperate to ensure their own survival?
The sector is inevitably consolidating, so perhaps it’s time for smaller MATs to reframe mergers as part of evolution rather than decline.
I hope my actions will inspire other CEOs to know that they can do the right thing for their students without sacrificing their own safety. It takes a great deal of trust to take control of your own destiny, but hope and trust are better values to model for our nation than fear and doubt.
And if others don't follow my example, I hope that boards of smaller trusts will be more willing to explore mergers just before their CEOs leave.
Every industry is going through upheaval, and the academic sector is no exception. This is not a reflection of the great work being done by executives and boards of smaller trusts. It’s simply that students get a better deal on an organizational scale.
And isn't that why we do this stressful and lonely work? For our children.