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Multi Academy Trusts: The role of the CEO

This presentation explores the diverse roles of CEOs in Multi-Academy Trusts across various sizes and stages of development. It delves into CEO responsibilities, challenges, and the evolving landscape of MAT leadership. The session focuses on examining CEO roles in detail, analyzing influencing variables, group activities for practical application, and personal reflection on leadership development. Key areas include strategic thinking, maintaining momentum, leadership distribution, partnership management, and data-driven decision-making within MATs. The evolving CEO role is highlighted as MATs grow, with insights on effective leadership distribution and the importance of skill diversity. The session aims to equip future educational leaders with a comprehensive understanding of the changing dynamics in MAT leadership and the critical competencies required for success.

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Multi Academy Trusts: The role of the CEO

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  1. Multi Academy Trusts:The role of the CEO A presentation for Future Leaders’ Executive Educators programme

  2. CEOs have a variety of roles… Corporate chief executive Thinker and strategist Guardian of the flame Ambassador Instructional leader Communicator Leadership developer Business developer Orchestrator of partnership depth Quality assurer

  3. …but operate across a broad spectrum of MATs… Fledgling MATs with two or three academies More established MATs with 10–20 academies MAT spectrum Developing MATs with five to 10 academies Large MATs with 20 or more academies

  4. …though the size of the average MAT is growing Number of academies by size of academy grouping March 2011 July 2015 Nearly two-thirds of the 4,725 academies are now in MATs and there are 517 MATs that have two to five academies, 98 with 6 to 15 and 19 with 16 or more Source: DfE

  5. So, the focus of the session will be to: • Examine each of the CEO roles in more detail • Consider a number of variables that influence the exercise of CEO roles • Work in groups on applying this thinking to our context • Allow time for personal assessment and reflection

  6. Thinker and strategist

  7. Guardian of the flame

  8. Maintaining momentum and an improvement trajectory Progress Maturity Stagnate or renew? Growth Decline Start-up and learn Time

  9. Instructional leader *The scope of the tight-loose balance will also apply to other areas – for example, performance management, ICT and financial reporting systems.

  10. Leadership developer

  11. Orchestrator of partnership depth

  12. Quality assurer *A good data dashboard system will also embrace metrics on pupil and staff attendance, behaviour, applications for places, and financial management

  13. Business developer

  14. Communicator within the MAT

  15. Ambassador for the MAT

  16. Corporate executive

  17. A CEO’s role will depend on how they distribute leadership – to other members of a central team An example Chief Operating Officer CEO Director of Standards Management accountant Key curriculum specialists* PA Director of Teaching and Learning* Business Manager Central Business Team Other senior leaders carrying out ad hoc roles Part-time Marketing Officer HR and Estates Managers *Might be linked to a SLT role in one of the academies *Might be based in academies MAT spectrum

  18. As the MAT develops the CEO role will evolve CEO Chief Operating Officer Director of Standards Management accountant Key curriculum specialists* Director of Teaching and Learning* Central Business Team Part-time Marketing Officer HR and Estates Managers MAT spectrum

  19. A CEO’s role will depend on how they distribute leadership – to other leaders Scaleand spans of control in a growing MAT MAT Executive principal Executive principal Executive principal Executive principal Senior, middle leaders & expert practitioners Senior, middle leaders & expert practitioners Senior, middle leaders & expert practitioners

  20. A CEO’s role will depend on how they distribute leadership – to other leaders Some larger MATs also using Regional Directors Scaleand spans of control in some larger MATs MAT Executive principal Executive principal Executive principal Executive principal Executive principal Executive principal Executive principal Senior, middle leaders & expert practitioners Senior, middle leaders & expert practitioners Senior, middle leaders & expert practitioners

  21. DfE view of chain and cluster roles Similar across high performing sponsors Different between high performing sponsors Chain CEO Strategy Vs operational level: A general distinction between strategic direction - exercised at chain level- and more operational accountability-exercised at school or hub level. Autonomy to hubs: one chains’ hubs are MATs in their own right, but there are other examples of highly devolved decision-making. In other instances the role is restricted more narrowly to school improvement. CFO Education. Dir. HR (and others) Hubs led by educationalists: All the high performing sponsors we interviewed had middle leaders with educational expertise – some were known as ‘Exec Principals’ and others ‘Regional Directors’. • Size of ‘hubs’ varies significantly. At the extremes were one with 3 schools and another with 15 schools – most others varies between 4 and 10. Directors of smaller hubs tend to be thought of as ‘Exec Principals’. Hub director Hub director Hub director Head A Head B Head C Head D Head E Heads reporting lines – whilst most heads report directly to the hub director, some still report to school governing bodies reflecting differences in local school governance arrangements Board and local governance links: It is common for school governing bodies to include representation from board members.

  22. A CEO’s role will depend on how they distribute leadership – to complement their own skills • No one leader has all the skills • Leadership requires good self knowledge – whether though 360 degree assessment or Myers Briggs etc • While CEOs should aspire to develop, they should also seek to put together teams that complement them – and each other

  23. A CEO’s role might (for a defined period) depend on a MAT’s history or challenges • A CEO might at a particular stage of a MAT’s development have to prioritise: • School improvement • Governance • Financial management • Restructuring the Trust • Building relations with the community But the team should still ensure that all roles are covered

  24. Task 1: A group task • Your table will be assigned two of the CEO roles. • Your task will be to draw on your experience and tease out through group discussion: • Which aspects of the roles are the same – irrespective of the size or stage of the development of a MAT • Provide examples of how exercising the roles is influenced by a MAT’s context and its stage of development • Time for discussion: 30 minutes • Please capture the key points using the template provided

  25. Task 2: A personal task Consider each of the roles and attributes and assess how confident you are in your capacity to undertake the role: 1 = Not at all confident 2 = Lacking some confidence 3 = Quite confident 4 = Very confident Identify the five areas where through the Executive Educators programme or another means you are looking to develop experience, expertise and confidence Time allowed: 15 minutes

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