Why diversity in school leadership matters
Every child deserves to see themselves reflected in the people who lead their school. Yet diversity in school leadership still lags behind the local communities their schools belong to. Over half of all open schools in the UK are now academies. Each year, hundreds of thousands of students pass through these academies and see who is leading them, but unfortunately, far too many from diverse backgrounds won’t see leaders who look like them. This is especially true for women and girls of colour.
Diversity is incredibly important in all aspects of life, but particularly in schools, where students are developing ideas about who they are and who they’d like to be. The phrase ‘you can’t be what you can’t see’ may be something of a cliché, but it’s still a reality for too many young people. Whilst progress has been made with recruiting more female leaders, who make up 35% of the CEOs in SchoolsWeek’s most recent study (published in 2024), too many young students of colour – young girls most particularly – don’t see role models that look like them leading in the places they spend most of their day.
Research shows that leadership teams with broader representation make better, more inclusive decisions and are more attuned to the challenges faced by staff and students alike. In schools, this can translate into stronger relationships, higher engagement and a sense of belonging that benefits every learner.
Diversity means more than representation. It includes the range of experiences, professions, cultures and ways of thinking that shape how leaders approach challenges and opportunities.
Bringing professional diversity to your board
Diversity is not all about optics. People from different backgrounds bring different experiences, ideas and viewpoints.
In organisations responsible for caring for and educating a diverse range of students, this diversity of outlook is essential in ensuring that schools can work effectively both with and for their communities. Given that the evolution of an executive leadership group necessarily takes time, one way of ensuring diversity of thought in schools and MAT leadership is through governance boards.
It is a truism to say that a board of trustees thrives on diversity. A multi-academy trust board is responsible for, among other things, ensuring progress towards charitable aims (i.e. advancing the quality of education), strategic leadership, safeguarding, supporting inclusion and students with SEND, maintaining the trust’s estates and ensuring financial probity and sustainability.
As such, the first aspect of diversity that MATs need to consider is that of professional experience. To ensure a well-rounded board, it is often necessary for members to look beyond their own networks to recruit trustees with expertise in key strategic areas, whether this be estates, education, IT or HR. This isn’t about ticking boxes; it’s about equipping your board to make more informed strategic governance decisions.
Why lived experience matters in governance
As we have already established, the ethnicity and gender of MAT leaders often do not reflect the diversity of the students and families they represent. Here, the board of trustees can work to ensure that diverse perspectives are heard.
Many personal characteristics can influence how children and families interact with schools, including neurodiversity, care experience and ethnic background. The benefit of having a team of trustees is that it brings together people with diverse lived experiences, reducing the risk of groupthink by exposing them to alternative ideas and perspectives.
Trustees with varied life experiences are often the ones in a position to ask the ‘uncomfortable’ but essential questions that lead to better policy, wider impact and more equitable outcomes. Once again, to ensure your board has these perspectives, it is important to look beyond traditional networks and those who share your way of thinking.
A diverse board also sends a clear message about the kind of leadership a trust values. When students, staff and aspiring leaders see that range reflected at the top, it creates a pipeline that supports diversity at every level of the organisation.
Start with a skills audit
How should this shape the way trustees are recruited? A useful first step for any trust board is a skills audit. This helps identify where the board is strongest and where new expertise or perspectives could add value.
The National Governance Association offers templates to guide this process, but what matters most is regular reflection. As priorities and challenges shift, so too should the mix of skills and experience around the table.
Alongside professional expertise, boards should also consider cognitive diversity — the different ways people think and approach decisions. Lived experience, education, culture and upbringing all shape how trustees understand the world and contribute to discussion.
Boards that combine professional expertise with a variety of life experiences are more likely to make balanced, informed decisions and provide stronger support and challenge to their executive teams.
Recruiting trustees with purpose and perspective
One approach to this could be to proactively move beyond your traditional networks. This could include both targeted advertising and mapping – engaging with community organisations and local influencers, and asking them to introduce potential candidates. The aim is to reach talented individuals who may not yet have considered a trustee role but whose insight could be transformative.
For many trusts, working with a specialist recruitment partner can also be a worthwhile investment. An effective non-executive search process takes time: time to identify and contact a relevant and diverse group of candidates; time to speak with them to understand their values as well as their experience, and time for them to do their own diligence before applying. The right partner will take the time to understand your trust’s culture, vision and priorities. They will present candidates who not only have the necessary expertise but also the lived experience to bring a fresh perspective and robust challenge.
One trust we worked with recently broadened its search beyond the education sector, appointing a local community leader and a finance specialist from a global charity. Within months, board discussions became more reflective of the community’s needs and decision-making became more balanced across priorities.
Reflecting the communities we serve
Getting recruitment right builds stronger governance and leadership that truly reflects the communities our schools belong to. When boards bring together people with varied expertise and lived experience, they make better decisions, build trust and create environments where every student can see what’s possible for them.
To make progress, boards can:
- Carry out regular skills audits
- Review how and where they advertise trustee roles
- Engage with local networks and community partners
- Prioritise both professional expertise and lived experience
Every trust is different, but the question remains the same: Does your leadership reflect the diversity and experience of the people who make up your trust?
If you’d like to explore how we can help your trust build a more representative leadership team, we’re always happy to start a conversation.
