When the leader leaves: managing the ripple effect
Yesterday I received a call from a School Facilities Manager. He was considering roles in other schools. The Facilities Manager, Dave, had only been at his school for a year. Curious to know why he was considering a move so soon into the role, I asked him to tell me about his current position.
Dave went on to tell me that he loved his job, SLT had just agreed to pay for his NEBOSH qualification, they’d been flexible with his hours so he could now collect his daughter two days a week. The real bonus was that he was involved in projects that were so much more interesting than anything he’d been involved in during his previous role as Facilities Manager in a vehicle hire company.
I was at a loss. It all sounded ideal. Why was Dave moving on. I was starting to imagine the worst. An argument with a parent? Theft? A relationship with a pupil?
I steeled myself for the worst and asked “So, can I ask, why is it you’re looking for a new role?”
Dave replied “The thing is, I have a great relationship with my line manager, the SBM”
Okaaayyy…
“And she has a new job, so I think it’s probably time for me to move on”
Ah. I see.
I explained to Dave that I’d love to help and I could absolutely find him a new job but first he should speak with HR to see what the plans are once his manager moves on. I wanted him to be completely sure a new workplace would be the answer.
I haven’t heard from Dave since so I have no idea whether he had that frank conversation in school.
I’ve seen this happen play out so many times over the 10+ years I’ve been in education. All too often I’ve had a flurry of enquiries by staff from the same school looking for new roles because a much-loved Headteacher is starting a new role next term.
A resignation causes direct reports and close colleagues to re-evaluate their place in the school and causes thinking along the lines of…
“I thought they’d be here forever, maybe it’s time for me to move on too”
“This place is only just bearable due to them how will I manage without them?”
“They’ve secured an amazing job, maybe I could do better”
A resignation has an impact on all those around them. The team will face an increased workload, more responsibility, lapsed processes, and uncertainty whilst you recruit.
This is the toughest recruitment market I’ve known. Recruiting the right person is extremely challenging. It’s crucial to retain the right people now, more than ever. For that reason, it’s essential to proactively manage the resignation of any member of staff, especially those with direct reports.
This is what I’d do immediately after a resignation:
Hold an Exit Meeting
Hold an exit meeting with the outgoing member of staff. Allow them the space to speak freely, without judgement. Find out what their real reasons are for leaving and what they believe can be improved. How do these issues affect others? Is there a long-standing bone of contention chipping away at your staff morale? And most importantly, what are you going to do to resolve this?
Gain Buy-In
Speak with the outgoing team member. How do they think the team will take this? Explain that you want to maintain consistency for the sake of staff and pupils. How can you support their transition?
Think About the Immediate Team
Check in with the direct reports and close colleagues. You may want to check in with the resigning party’s line manager as well.
Find out how they feel about the news. Do they have any concerns? Let them in on any planned changes.
Recruiting the Replacement
Let the team know the plan for recruiting the new member of the team. Involve them if it’s appropriate. Let them know they’ll be kept in the loop of any big changes.
I realise that’s an addition to your workload and involves some potentially very tricky conversations but in this difficult recruitment market, spiralling staff turnover is to be avoided at all costs.
Being proactive now will save you time and money in recruitment costs, training and onboarding in the long-term.
Get the weekly blog in your inbox. Just pop your details below: