The lead article on succession planning is a good reminder to all of us (regardless of our age) that at some point we will be "succeeded."  And the responsibility for how "successful" that transition will be resides not just with the trustees but also with the HOS. 

The years ahead will see a growing number of current HOS reach retirement age as the "boomers" finally graduate. Who will take their place represents both an opportunity and a challenge. The role of HOS has become increasingly complex. It is no longer sufficient to be an academic leader ... although it is still required. Today's HOS must also be financially and legally savvy, a strategic planner, a facilities manager, a great communicator, a media spokesperson, a personnel negotiator, an expert problem solver, etc. 

Many of the retiring, long-term heads acquired many of these skills "on-the-job" as their roles became more complicated and their responsibilities more diverse. How will the next generation of school leaders acquire these skills before they are thrust into situations which demand them?

SAIS recognizes this problem and is expanding its leadership training options. But standing heads can also do much to train and mentor their administrative team. One HOS, with whom I recently spoke, holds a leadership training workshop for his team annually. He acknowledged that often the preparation results in their assuming larger leadership roles elsewhere. But in spite of that, he insisted: "We are in the business of growth. We seek to give our students the confidence and skills to move beyond our campus. Shouldn't we be called to do the same for our staff?"

Well said, my friend.