Schools today face many new demands. Budgets feel tighter, expectations keep rising, and parents want clear results. They want to know their child is doing well and that the school is worth the cost.
At the same time, school teams must work harder to manage buildings, staff, and day-to-day problems. Good leadership is now more important than ever.
It helps schools stay focused, make smart choices, and build trust among staff and parents. But what makes someone a good leader in a school setting?
To help answer that, we turn to John Murphie, Chief Operating Officer at ISBA, a professional with years of real-world experience. He spent 30 years in the Royal Navy and retired as a Captain.
Later, he took on civilian roles that gave him fresh challenges. He worked at Portsmouth Cathedral, managed a barristers’ chambers in London, and later served as bursar at two schools.
Now, he is Director of Operations at the Independent Schools Bursars Association, supporting over 1,300 schools with advice and practical tools.
In this article, you’ll learn how John made the shift into education. We’ll explore what he learned along the way and the advice he gives to new and future school leaders.
How John Murphie Moved into School Leadership and What He Learned
John’s move from the Royal Navy to school leadership shows how experience in one area can help in another.
Applying Military Experience to Civilian Roles
John spent 30 years in the Navy, working in diving and underwater warfare. At first, he thought his skills wouldn’t apply outside. But he soon saw how much he had done managing teams, leading meetings, and handling admin tasks.
These turned out to be useful in other jobs. His first civilian role was Chapter Clerk at Portsmouth Cathedral. This was like a bursar.
He helped plan major events, including royal visits and live broadcasts. His job was to make sure everything ran smoothly so the church could do its work.
Managing Barristers’ Chambers
Next, he ran a barristers’ chambers in London. He supported 52 self-employed barristers by handling planning, space, and systems. During his time, turnover rose by 13%.
He wasn’t their boss, but he made sure they had what they needed to work well. He also helped with recruitment by giving an outside view.
Transition to School Bursar Role
John then joined Twyford School near Winchester as the bursar. The fast pace surprised him at first. He had to plan long-term while also dealing with daily issues.
His job was to support teaching by managing buildings, budgets, and repairs. He worked closely with the head, chair of governors, and finance chair. They had to trust each other and work as one team.
Tips for New Starters in School Leadership Roles
- Look at the school’s balance sheet.
- Meet key people early on.
- Ask clear questions in interviews.
- Learn how decisions get made.
- Be sure roles and expectations match.
If the key people can’t work well together, it’s a problem. Trust and teamwork must come first.
What to Check Before Accepting a School Leadership Role
Getting offered a school leadership role feels like a big win. But before saying yes, take a closer look. You need to know if the setup supports you or sets you up for stress.
Talk to the Right People First
Before you accept the job, ask for short meetings with these three people:
- The Headteacher
Ask about their goals, how they view learning, and where they want the school to go. Make sure they have a clear plan. If not, think twice. Without clear direction, your role gets harder. - The Chair of Governors
You’ll need someone who listens, stays calm in a crisis, and makes time for support. If you can’t bring problems to them easily, it’s a warning sign. - The Finance Chair
Ask how the school is doing financially. They’ll spot patterns you may miss and will know the numbers better than anyone else. Their input gives you a clear view of what you’re walking into.
Avoid Rushing Change in School Leadership
Schools move slower than businesses. People need time to adjust. Pushing changes too fast often backfires. Use the first year to learn. Use the next few to build and improve.
It usually takes about five years to make a real difference. Less than that, and you may leave before you see results, or fix your own mistakes.
Watch Out for Fast Movers
Be careful with people who switch jobs every two years. Often, they leave before real results show. Ask what they actually achieved, not just where they worked. Before taking the job, think long-term. Make sure the people, plans, and pace match what you need to succeed.
Where School Leadership and Operations Are Headed
School operations are changing fast. Leaders now need strong planning, people skills, and clear communication with parents.
New Challenges Need Clearer Structures
Many leaders coming from the military bring broad skills. They know how to manage money, lead projects, and work under pressure. Schools benefit from this, especially now when budgets are tight and expectations are high.
But no leader can do it alone. Strong teams matter. You must know your team, trust them, and delegate well. If someone can’t handle their role, it’s better to make a change. Holding onto the wrong staff hurts everyone.
Photo by Thirdman on Pexels
Delegation and Staffing Culture Must Improve
In some schools, if a staff member struggles, they just get moved to a new role. This avoids conflict but solves nothing. Each person needs to carry their weight. That only works when leaders trust their team and know who can do what.
What the Future Looks Like for School Leadership
Here’s what to expect:
- Bigger class sizes
- More updates to parents
- Constant pressure to show value
- Families making tougher choices based on results
Parents want proof. If they pay high fees, they expect to see progress. Schools must explain what their child is gaining, every term.
Rethinking the Fee Model
Some schools might consider flexible fees. For example, charge only for the activities a student actually uses. This is hard to manage but may become more common. Leaders need to know what matters most to their families and build around that.
Smarter Support Through Data and Tech
Support roles will shift. Expect:
- Smaller, skilled teams
- More use of automation
- Better use of school data
- Clearer, useful updates for parents
Schools already have the data. Now they must use it to show clear progress and smarter outcomes.
How School Leadership Can Improve Operations and Governance
Running a school today needs clear systems, strong teams, and smart use of money. That means knowing what works, fixing what doesn’t, and making every role count.
Use Outsourcing Without Losing the Human Touch
Outsourcing works well if you plan it properly. Tasks like catering or admin are easy to hand over. But in-house teams often help in small ways that matter.
They support trips, cover extra jobs, and keep things moving. You lose that when you outsource without care. To do it right, write clear contracts, set expectations, and stay involved.
Photo by fauxels on Pexels
Make Staff and HR Work Better
People make a school run. Good management keeps the right staff in the right roles.
Here’s what matters:
- Give each person a clear role
- Set fair goals and follow through
- Fix performance issues instead of moving staff sideways
- Build trust so staff feel valued
- Treat HR as a long-term asset, not just a task
When staff feel trusted and managed well, they do better work. And the school runs more smoothly.
Improving Governance and Finance in School Leadership
Boards must look ahead, not just manage today’s issues. Build a board with the right mix of skills. Let the finance team handle the numbers and share clear updates. Involve senior leaders in meetings so they see how actions affect the budget.
Some governor roles, like safeguarding, may need to be paid. The work takes time and needs focus. Also, teach all staff how their actions affect the budget. Show how even small choices impact costs.
When people understand their part and feel trusted, they care more. That mindset helps the whole school work better and plan smarter for the future.
Conclusion
John’s story shows that good school leadership comes from clear thinking, teamwork, and steady actions. He used skills from past jobs to solve new problems.
That helped him work well with heads, governors, and staff. He didn’t rush change. Instead, he listened, learned, and built trust over time.
Strong school leadership means more than managing money or buildings. It means making smart choices, setting clear roles, and helping others succeed. Leaders must know their team, delegate well, and fix issues early. When schools do this, things run better for everyone.
Today, schools face new tasks. Parents want clear results. Budgets feel tighter. Leaders must plan ahead, use data well, and explain progress in simple ways. They should also check if systems, staff, and fees still work for families.
Lastly, boards should focus on the future, not just the present. That means hiring the right people, asking good questions, and staying open to change.
When everyone understands their job and feels valued, the school grows stronger. That’s how school leadership makes a real, lasting impact.
FAQs
What makes school leadership different from leading in other jobs?
School leadership involves working with many people at once, teachers, parents, and students. It needs strong teamwork and steady support.
Can school leadership skills be learned, or do you need natural talent?
You can learn most school leadership skills through experience, practice, and by listening to others. Talent helps, but learning matters more.
How can school leadership help improve teacher morale?
When leaders listen, stay fair, and give teachers clear goals, staff feel more valued and do better work.
Why is communication so important in school leadership?
Leaders must share updates often and clearly. This builds trust with staff, parents, and governors.
Does school leadership always involve financial planning?
Yes. Even non-finance roles must understand costs, budgets, and how daily choices affect the school’s future.
0 Comments