Maximizing Career Capital as a Middle Leader in International Schools

The decision to move from one middle leadership position to another one is commonly known as a “sideways move.” This implies that the “only way is up” from teacher to middle to senior leader. However, contributions to a new school and leadership context can provide positive “career capital,” in readiness for a more significant move to senior leadership at a later point. Here are some considerations for middle leadership candidates before the next round of international recruitment.

Note: This article broadly defines middle leaders as subject leaders or heads of department with responsibility over curriculum and/or teams of teachers but can also equally apply to pastoral grade level leaders and other coordination roles in schools.

Why the move? Size, setting, skills

A move to another middle leadership position is an opportunity to broaden and deepen your leadership skills. This might come through you overseeing and managing a larger team, for example a head of Biology moving to become a head of science. It could come through a change of setting in the type of school. You might also look for a new role which provides more opportunity to hone skills such as budgeting, mentorship, or data analysis. Your prospective employer will be interested in the motivation behind the lateral move. In terms of positive career capital, your future CV should demonstrate that the move was not just “more of the same,” and a chance to have impact.

Understand your own school context

Take time to evaluate the phase of development your current school is in. Schools are often categorized as emerging, maturing, or transforming:

·      Emerging: Typically a start-up school focused on establishing departmental policies, procedures, and building a coherent curriculum.

·      Maturing: Schools with longer histories focused on excellence and extending examination results or programs.

·      Transforming: Institutions implementing significant changes, such as transitioning to international programs like the International Baccalaureate.

These contexts provide transferable career capital. For example, middle leaders from start-up schools may be attractive to established schools needing to drive change, and vice versa.

Understand the new context and specification of skills

Although there are common aspects to middle leadership roles, a posted job vacancy should give you clues to the specific skills they are seeking. Are the schools looking for a “fixer” where there has been rapid turnover? Or are they wanting a “builder” of curriculum or of teams?  Look for the aspects which are emphasized in the job description. This will then help you target your cover letter and CV to highlight the skills which make you a good fit.

Look carefully at all aspects of job vacancies

During your search, don’t overlook regular teaching position vacancies that mention "leadership may be available for the right candidate." Recruitment fairs offer excellent opportunities to ask about such possibilities. Some schools may recruit experienced middle leaders for teaching roles initially, allowing them time to settle before opening leadership opportunities. This approach is often more common earlier in one’s career, but it remains a viable pathway for middle leaders moving internationally for the first time.

Think like the interview panel

Leadership teams want to see how your experience applies to new contexts. Highlight the impact you made as a middle leader—what you inherited, what changes you implemented, and the improvements that resulted. Explain how these experiences can benefit the new department. Additionally, assure the panel of your commitment to stay long enough to make a difference.

Finally

Assess how well the new middle leadership position aligns with your long-term goals. When thinking about the next step, what does this show on your future CV? Does the role offer opportunities to develop competencies that are critical for future senior leadership positions? Will it challenge you to expand your expertise in areas such as curriculum innovation, stakeholder engagement, or team development? Each lateral move should be viewed through the lens of its potential to enhance your career capital and prepare you for the next significant step in your career trajectory.