A problem shared is a problem solved? How trust CEOs can learn from each other to improve the education system

Of all the proposals included in the government’s schools white paper published last month, one received relatively little attention. Alongside the focus on SEND and workforce strategy was a recommendation that all standalone schools consider joining a group of schools – widely interpreted as a move towards multi-academy trusts (MATs).

This sits within a longer-term direction of travel towards a fully trust-led system, with fewer, larger and more complex organisations.

Working in an organisation founded by four MATs, and focused on addressing disadvantage in education, this stood out. In particular, the implication that trust leaders will need to welcome additional schools into their organisations at a time of significant system change – and the scale of leadership challenge that brings. Alongside this, proposed SEND reforms and workforce expectations place greater responsibility on trusts to design inclusive systems and sustain high-quality teaching at scale.

If implemented, the white paper will place even greater demands on trust CEOs. Leading at this level already requires careful judgement in a complex and fast-moving environment. Navigating these reforms successfully will not only determine the strength of individual trusts, but the extent to which the system as a whole improves. While the white paper emphasises collaboration, structural reform alone will not secure it. Collaboration depends on how leaders work together in practice.

Lessons from the NIoT School Trust CEO Programme

In 2022, the government invested in the development of MAT CEOs through a national leadership programme delivered by the National Institute of Teaching. The first two cohorts of CEOs, referred to as Fellows, were fully funded, alongside a programme of research into executive leadership, which we have now completed.

Our findings, published today in Leading within and beyond the trust: lessons from the School Trust CEO Programme, draw on interviews and survey responses from over 100 serving and aspiring CEOs. They offer practical insight into how chief executive leadership develops in real contexts.

The value of immersions: seeing practice up close

One of the clearest findings is that leaders develop most effectively when they can see leadership enacted in real settings. Observing governance discussions, strategic trade-offs, crisis management and cultural leadership matters more than abstract models alone.

The programme was designed to enable this through immersions in 32 host trusts, giving Fellows the opportunity to observe leadership practice at scale.

This proximity builds confidence, particularly for new and underrepresented leaders. Confidence at this level is not built through reassurance, but through exposure to the realities of the role: how experienced CEOs navigate complexity, manage uncertainty and make principled decisions in real time.

For those from underrepresented backgrounds, this access is critical. Designing programmes that recognise different starting points is not about lowering expectations, but about ensuring the pipeline into executive leadership is both strong and broad.

Sequencing and reflection are how judgement is formed

Trust leadership involves ambiguity, pressure and decisions without straightforward answers. Structured reflection, through coaching and peer dialogue, is central to how leaders turn experience into judgement.

The sequencing of learning also matters. Conceptual input is most effective when it prepares leaders to observe practice. Observation is most powerful when followed by structured reflection. Coaching has greatest impact when anchored in real dilemmas.

Too often, leadership development is designed as a set of disconnected components, a course, a mentor, a conference. Our findings suggest this approach underperforms. Coherence matters more than volume if programmes are to have meaningful impact.

Peer networks are essential, not incidental

Trust leadership can be isolating. Peer relationships play a critical role in how CEOs test their thinking, navigate challenge and sustain confidence.

These networks do not form reliably by chance. They require deliberate design, shared experience and continuity over time.

If the white paper’s ambitions for collaboration are to be realised, equal attention will need to be given to how leaders build authentic professional relationships – not just formal structures.

Workforce and governance are core to the role

Our research also highlights that workforce strategy is increasingly seen by CEOs as central to trust success, not a peripheral function. Teaching quality, recruitment and retention are executive priorities.

Similarly, effective leadership cannot be separated from effective governance. CEOs benefit from explicit support in shaping board relationships, clarifying roles and establishing disciplined ways of working.

System leadership requires deliberate development

Finally, our findings challenge the assumption that system leadership naturally follows organisational success. It does not emerge by default.

The white paper assumes system leadership capacity. Our findings suggest it must be deliberately developed.

System-facing leadership requires deliberate development: exposure to collaboration, a focus on public value, and opportunities to engage beyond organisational boundaries.

If the system is to realise the ambitions set out in the white paper, sustained investment in CEO development will remain essential.

Further reading

Read our summary of the report's 10 recommendations; or dive in to the full report itselt