During our Thought Leaders discussion on ‘Workforce and succession planning’, sector leaders came together to reimagine how organisations can develop, retain, and inspire their people in more adaptive, strategic ways. The key message coming through was to move away from reactive changes to proactively building a workforce that’s ready for the future.
Our hosts Jen Elliott (CEO), Andy Mackey (COO), and Lisa Longstaff (Director of HR Services – North) were joined by expert panellists with a range of educational backgrounds. Charlotte Layton (Director of People and Culture, Bright Futures Educational Trust) brings a broad range of experience, within education, policing and health. Emma Collins (Assistant HR Director, The Education Alliance) also reflects on experience from the NHS in comparison to multi-academy trusts. George Pearson (Director, Anspear) shares insights on developing teaching pipelines and governance roles, with former experience as a teacher and educational publisher. Finally, Catherine Hulme (Owner/Director, Leadership Edge) joins from a leadership coach perspective having previously been an Assistant Headteacher within a secondary school.
While historically, workforce planning in education has often been reactive, many trusts and schools now recognise the strategic importance of a more proactive, people-centred approach. A live poll during the session showed that 68% of attendees have started to develop a workforce or succession plan, while 20% admitted to having no formal plan in place—highlighting there’s more work to do across the sector.
Leadership teams are also having to consider the changing expectations of staff, with many looking for more meaningful career progression, wellbeing support, and a sense of belonging. There was a clear consensus amongst panellists; if you’re not offering flexibility and a sense of purpose, especially for younger generations, you’re going to struggle to attract and keep the right people.
There’s a clear shift from ‘filling roles’ to building strong talent pipelines across trusts, creating cultures people want to stay in and giving staff clear reasons to stay and grow.
One member of the audience emphasised the importance of widening access to teaching and leadership roles, especially for those entering via support staff or apprenticeship routes. “Progression isn’t just about a next job – it’s about creating visible, realistic pathways for staff…and, when it is done, it’s really exciting,” she said. We’re seeing more trusts offer cross-functional roles and in-house development, particularly with movement across schools. However, it’s not without its challenges – especially during restructuring, where fair redundancy processes must be balanced with talent retention.
George Pearson brought a governance lens to the conversation, highlighting the crucial role Trust Boards play in shaping long-term workforce strategy. “Succession planning shouldn’t just live in HR—it needs to be embedded in the Trust’s strategic narrative and performance frameworks,” he said. For governing bodies, understanding the current and future skills mix of staff—and ensuring leaders are supported to develop talent pipelines—is a core part of effective oversight.
He also urged trusts to use data more smartly, particularly around representation. “Look at your local demographics—do your staff, especially at senior levels, reflect the communities you serve?” Boards, he added, should be asking these questions and demanding action. Diversity, inclusion, and belonging aren’t standalone projects—they’re indicators of organisational health.
A recurring theme was the role of coaching in supporting both leadership development and career transitions. Catherine Hulme highlighted how coaching can empower individuals to draw on their existing skills and overcome imposter syndrome when stepping into new roles. “Often, people are overwhelmed by what’s new and forget the strengths they already have,” she said.
Coaching also helps staff identify their support networks and encourages outward-looking approaches to problem-solving. “We encourage people to look more outwardly, particularly in a trust environment, the answers don’t always lie in your immediate team. You need to look across schools and networks,” Catherine advised.
Importantly, coaching isn’t just for those being supported—it’s a mindset that leaders themselves must adopt. Leaders are used to solving problems, especially in a time-poor, accountability-heavy system “but giving all the answers doesn’t develop your team’s thinking or confidence,” she acknowledged. Coaching-style conversations can help shift this dynamic, fostering resilience, agency, and a sense of safety that supports talent growth.
True sector-wide improvement hinges on collaboration—but not just in the form of idea-sharing. Several panellists challenged the education sector to adopt a more commercial, strategic approach to working together. Charlotte Layton, drawing from experience in health and policing, suggested that education lacks the kind of collaboration that enables scale and shared innovation.
“We talk about sharing best practice,” she said, “but we don’t build together at volume to create things that scale.”
Andy Mackey added that while MATs have helped some schools scale on one hand, they’ve also brought in competition. “You’ve moved away from local authorities buying for 400+ schools, and now it’s fragmented. Everyone’s competing for the same kids, the same resources. It’s a dichotomy—collaboration and competition existing side by side.”
This tension may explain why some MATs focus inward, innovating within their own ecosystems but not contributing as much to the wider system. To make real progress, the sector needs shared priorities, smarter procurement, and collective problem-solving.
Diversity in leadership was recognised as crucial, “our organisations need to look like places where people see themselves belonging,” Charlotte emphasised. “Not just for staff, but for the students. They need to see role models.”
Another live poll showed that for many attendees, diversity still isn’t a core focus in their succession plans. That needs to change. George reinforced this, stating, “representation at leadership and board level sends a powerful message to your community—and to your staff about what’s possible.” He also encouraged trusts to take a long view on talent development. It’s not about quick fixes. If you’re serious about equity, you have to build structures that make diverse progression not just possible, but probable.
With so much change coming, whether that’s curriculum reform, AI integration, or economic shifts, a key challenge is preparing for what’s next. Jen Elliott posed a timely question to the panel: How will curriculum changes impact staffing and succession planning?
Emma Collins responded, “it’s less about creating new roles and making sure our current workforce has the right skills and training to meet changes. We need to invest in our people now, so they’re ready for what’s ahead.”
This readiness also depends on how informed leaders are about the rapid pace of technological change. “The opportunities with AI are huge,” Emma said. “But unless we collaborate and build strong networks, we can’t prepare properly. No one school or trust can do it alone.”
Andy suggested that education should be at the “bleeding edge” of innovation. “We can take risks that corporates can’t. That’s our opportunity, but we need the infrastructure and the mindset to seize it.”
Ultimately, the thread running through everything was culture. Catherine reflected on the cultural shift underway—from top-down leadership to more distributed models that value input at all levels. “The skills we want our young people to develop—adaptability, creativity, resilience—are just as vital for our staff. If we don’t empower them to build those skills, we limit our impact.”
That means leaders need to model those qualities, and create spaces where people can step forward, try new things, and grow. As Lisa Longstaff put it, “we need a workforce that feels capable and confident responding to change. Because change is constant—and if we build the right culture, we’ll be ready for whatever comes next.”
Whether you're navigating structural change, planning for sustainable growth, or need extra hands on deck, we're here to help. From central service and strategic growth reviews to ensure your Trust is aligned and future-ready, to governance support that strengthens leadership and oversight - we take a joined-up approach to your development. Combine this with our HR and restructure expertise, and whether it's interim support or long-term transformation, we'll work with you to build stronger and smarter strategies that move you forward with confidence. Talk to our expert teams for advice.