Why Do Heads of School Fail in Their First Two Years?
Written by Tim Viands
Last updated: October 2026
Most failed headships trace back to one of two causes. Either the Head did something that warranted a departure, such as financial misconduct, poor communication with the board, or a sustained enrollment decline, or the board created conditions no Head could succeed in, such as unclear expectations, overreach into daily operations, or a search that never built community support. The second category is preventable, and it is more common than boards like to admit.
The numbers explain the urgency. NAIS reports a median Head of School tenure of five years, and one-third of independent schools have had three or more Heads in ten years. Hiring and supporting the Head is the board's single greatest responsibility.
What are the justified reasons a headship ends?
Financial misconduct. Mismanaging or misusing school resources, or failing to report financial performance honestly to the board.
Poor communication with the board. Breakdowns usually happen when there is no open, honest relationship between the Head and the board chair.
Unprofessional behavior. Including harassment, favoritism and inappropriate conduct.
Criminal activity. The Head is the school's moral and ethical leader. Illegal conduct ends a headship.
Failure to carry out the board's direction. The board sets the school's direction, and the Head is responsible for executing it.
Sustained enrollment decline. Most independent schools depend on tuition, so few issues strain the Head–board relationship more than enrollment.
What are the unjustified reasons a headship ends?
Endowment market performance. No Head controls the market. The Head and investment committee can only set allocations based on an agreed risk tolerance.
Problems that predate the Head. A new Head should not be held responsible for faculty or staff issues that began before they arrived.
Unclear or unfair board expectations. Without a clear evaluation process, the board and Head end up on very different pages.
Board overreach into operations. The board hires the Head to run the school day to day. Board members who second-guess operational decisions undermine that authority.
A search that was not inclusive. When stakeholders feel shut out of the hiring process, the new Head inherits their skepticism.
Blurred boundaries. Faculty and parents do not have a direct line to the board. When they go around the Head, the Head's authority erodes.
How can boards prevent a headship from failing?
Invest in coaching or mentoring for the new Head. In my experience, boards that do this are much more likely to have a long-serving Head.
Invest in governance education. Boards that hold regular governance workshops are far less likely to fall into the unjustified reasons above.
Set clear, written goals and a fair evaluation process from the start.
Create a structured three-year onboarding and evaluation plan, as recommended in ISC's 2026 Trends Report.
Run an inclusive, well-prepared search so the new Head starts with community support.
Frequently Asked Questions
What is the average tenure of a Head of School?
NAIS data show an average tenure of about eight years and a median of five years for elementary–secondary Heads of School.
Can a struggling headship be turned around?
Often, yes, if the problem is caught early. A frank conversation between the Head and board chair, clear written goals, and outside coaching can reset the relationship before it reaches a breaking point.
What role does the board chair play in a Head's success?
A central one. The Head–board chair relationship is the most important working relationship in the school, and most communication breakdowns start there.
How ISC Helps
IndySchool Consultancy supports boards before, during and after a Head of School transition, from search readiness and the search itself to coaching for new Heads. If you would like to talk through how your board can set up your next Head for success, I would welcome the conversation. Contact us here.
Tim Viands is the founder and President of IndySchool Consultancy. He served as a Head of School for 12 years and has worked in independent schools for 25 years.
Related reading: What Does a Bad Head of School Hire Cost a School? · Leading Up: A Head of School's Guide to Board Communication · Leadership Coaching