Being The CEO Survey 2025 Being the CEO Survey 2025Being the CEO Survey 2025Welcome to Forum Strategy’s Being The CEO survey.This is the longstanding survey - published each year since 2020 - into what ‘Being The CEO’ means in the current context. The questions - crafted by experts on the CEO role and trust leadership - are designed to help inform your own professional reflection as a CEO, and to enable you to step back and take that precious time to consider your own priorities and development in the role. Alongside, your answers - which are captured anonymously - help to inform a report that captures key findings to support system-wide learning, development and knowledge sharing. Our understanding of the CEO role and the needs and priorities of CEOs deepens even further.As we go into the sixth year of the report, we know the context has continued to shift significantly and we want to hear directly from you about how you are intending to approach the role and use its influence in the months ahead. The report is arguably one of the most important each year in helping to share learning across trusts and the CEOs who lead them.Please note this survey is completely anonymous and should take around 10-15 minutes to complete. We look forward to sharing findings with you in December. Thank you for your support and participation. We hope you find this a very useful exercise and you welcome an opportunity for some professional reflection time.About youHow long have you been a Chief Executive? How long have you been a Chief Executive?0 - 1 years1- 3 years3 - 5 yearsMore than five yearsIs this your first CEO role? Is this your first CEO role?Yes, my first oneNo, it's my secondI've been a CEO more than twice beforeAre you the founding CEO of your current trust? Are you the founding CEO of your current trust?YesNoWhat was your professional background prior to being a CEO? What was your professional background prior to being a CEO?TeachingEducational supportBusiness & corporateCharities and third sectorLocal authorityOther:ONLY ANSWER IF your professional background was teaching: What aspect of your experience best prepared you for the CEO role? ONLY ANSWER IF your professional background was teaching: What aspect of your experience best prepared you for the CEO role?TeachingManaging key business functionsLeading teams of peopleWorking with governors / boardBudget ManagementWorking with external partnersLeading the development and delivery of innovative projectsOther:ONLY ANSWER IF your professional background was not teaching: What aspect of your experience best prepared you for the CEO role? ONLY ANSWER IF your professional background was not teaching: What aspect of your experience best prepared you for the CEO role?Managing key business functionsLeading teams of peopleWorking with governors / boardBudget ManagementWorking with external partnersLeading the development and delivery of innovative projectsOther:Do you feel it is necessary to have been a teacher in order to become a trust CEO? Do you feel it is necessary to have been a teacher in order to become a trust CEO?YesNoUnsurePlease could you provide some comments about why you selected your response above Please could you provide some comments about why you selected your response aboveWhat attracted you to the CEO role? (choose two) What attracted you to the CEO role? (choose two)The chance to make a bigger differenceThe challenge of leading a larger / more complex organisationThe outward facing aspects of the role / working with stakeholdersWorking with a greater diversity of peopleThe opportunity for more professional autonomyThe chance to be more strategicI was asked to put myself forwardA higher profile in the system to contribute to system wide improvementOther:About the role of CEOWhat are the main differences you’ve experienced between the CEO role and your previous role? (choose three) What are the main differences you’ve experienced between the CEO role and your previous role? (choose three)Leading diverse teams of expertsMore outward facingMore time spent on other aspects of the organisationThe level or nature of working with the boardBeing more strategic in terms of resources and planningLess time on operational leadership / ‘letting go’Managing the political and policy environmentA greater public profileThe need to focus on communications and the mediaOther:What has been your key learning point about the CEO role since taking it on? (choose three) What has been your key learning point about the CEO role since taking it on? (choose three)The importance of a compelling leadership narrativeThe need to ‘let go’ and delegateThe need to have a strong relationship with the ChairThe need to have diversity of expertise amongst the senior teamThe importance of project management, data and systems for working at scaleThe importance of access to a coach(es) / mentor(s)The importance of stakeholder feedback – staff, parents, pupilsTo have a wide network of other professionals/CEOs to draw upon for supportThe need to secure one’s own wellbeingTo keep engaging in professional development and keep learningThe importance of recruitment and retentionThe importance of financial controlsThe need to invest and resource strategicallyOther:Does your trust have a Chief Operating Officer? Does your trust have a Chief Operating Officer?YesNoIf yes, does your Chief Operating Officer have a professional background in the education sector, specifically in schools? If yes, does your Chief Operating Officer have a professional background in the education sector, specifically in schools?YesNoWhat key aspects of organisational development are you most confident in overseeing? (choose three) What key aspects of organisational development are you most confident in overseeing? (choose three)FinanceHRTechnology and AISchool ImprovementSites and health & safetyProcurementRelationships with governing boardMedia and marketingInclusionBeing an environmentally sustainable organisationStakeholder relationships (community stakeholders)Stakeholder relationships (government)What key aspects of organisational development are you least confident in overseeing? (choose three) What key aspects of organisational development are you least confident in overseeing? (choose three)FinanceHRTechnology and AISchool ImprovementSites and health & safetyProcurementRelationships with governing boardMedia and marketingInclusionBeing an environmentally sustainable organisationStakeholder relationships (community stakeholders)Stakeholder relationships (government)Where do you spend most of your time as CEO? (choose three and rank them in order of most time spent) Where do you spend most of your time as CEO? (choose three and rank them in order of most time spent)Min 1 / Max 10Finance1HR1Technology and AI1School Improvement1Sites and health & safety1Procurement1Relationship with governing board1Media and marketing1Being an environmentally sustainable organisation 1Stakeholder relationships (community stakeholders)1Stakeholder relationships (government)1Priorities and developmentWhat are your three main priorities as CEO in the twelve months ahead (choose up to three) What are your three main priorities as CEO in the twelve months ahead (choose up to three)Increasing buy-in to the vision & values of the trust across all schoolsGrowth of the organisationTechnological capacity and deliveryBuilding greater community engagement and involvement Employees’ and pupils’ wellbeingPupil attendancePupil Behaviour Crisis managementDeveloping improvement capacitySecuring good relationships with governanceFinancial sustainabilitySupporting children & families through the cost of living pressuresRecruitment and retentionInclusionBeing an environmentally sustainable organisationOther:What do you see as a key challenge for the academy trust sector going forward? (choose up to three) What do you see as a key challenge for the academy trust sector going forward? (choose up to three)Recruitment and retention of teachersRecruitment and retention of leadersRecruitment and retention of central team expertiseFinancial stability and ensuring sufficient incomeCommunity cohesion and engagement The cost of living pressuresDigital and technology capacity and capability - including cyber security and AIPupil AttendancePupil behaviour Environmental sustainability of estatesOrganisational growthPublic perception and supportWellbeing of staffWellbeing of pupilsInclusionMaintaining performance in tests, exams and qualificationsChanges in government policy on trustsContinued management of pandemic issuesOther:What are your main strategies for building partnerships with and greater involvement of parents? (choose two) What are your main strategies for building partnerships with and greater involvement of parents? (choose two)Providing avenues for formal qualifications for parentsProviding classes for parents in areas such as reading, technology, or otherwiseHome / School agreementsRoutine parental surveysHosting regular focus groupsRegularly hosting community events such as fairs or concertsOpportunities to volunteer Other:How are you prioritising building relationships with the community? (choose up to two) How are you prioritising building relationships with the community? (choose up to two)It’s not a priority currentlyHosting community events - such as fairs or concertsUndertaking community surveysHosting community education such as FE providers or classesDeveloping and delivering a volunteer strategy to boost community involvementPublishing a community newsletterWriting a regular blog in a community newsletter or magazine Developing partnerships with local businesses and charities to deliver educational and extra-curricula provision Focusing the local governing body’s role in community voice and engagement Other:What are your and your boards main strategies for embedding pure accountability into the work and life of the trust (find out more about pure accountability here: In Practice Guide: Pure Accountability | Forum Strategy)? (choose up to four) What are your and your boards main strategies for embedding pure accountability into the work and life of the trust (find out more about pure accountability here: In Practice Guide: Pure Accountability | Forum Strategy)? (choose up to four)Not a priority Crafting and promoting a shared vision and objectives based on views of parents, pupils, staff and the communityActive use of home / school agreements and monitoring parental engagement in learningBenchmarked pupil surveysBenchmarked parental surveysBenchmarked staff surveysCommunity surveys Measuring key indicators such as staff attendance, retention levels, and exit interview dataLong term destination data of former pupilsReporting on impact against local objectives via website, social media, community newsletters etc. Giving prominence and sufficient attention to wider indicators beyond government KPIs at governing board meetings Other:What are your key sources of support and development? (choose up to three) What are your key sources of support and development? (choose up to three)Leadership programmesFacilitated CEO NetworksMentors / coachesThe boardRSCs/Regional DirectorsColleaguesCEOs beyond educationFriends and familyOther:Which key stakeholders do you spend the most time working with as a trust? (choose up to three) Which key stakeholders do you spend the most time working with as a trust? (choose up to three)ParentsGovernment (RSCs, DfE)Community leaders (church, community groups etc.)Local GovernmentLocal businessesEducational charitiesOther charitiesOther trustsOther public services leaders (NHS, police etc.)MediaOther:Looking to the futureWhich key stakeholders would you like to spend more time working with as a trust? (choose up to three) Which key stakeholders would you like to spend more time working with as a trust? (choose up to three)ParentsGovernment (RDs, DfE)Community leaders (church, community groups etc.)Local GovernmentBusiness sectorEducational charitiesOther charitiesOther trustsOther public services leaders (NHS, police etc.)MediaOther:What are your career intentions over the next five years? (optional) What are your career intentions over the next five years? (optional)Is there a leadership (CEO) succession plan in place for your trust? Is there a leadership (CEO) succession plan in place for your trust?YesNoUnsureWhat do you think are going to be the most likely professional backgrounds of future academy trust CEOs? (Please rank 1-5 with 1 being most likely and 5 being least likely) What do you think are going to be the most likely professional backgrounds of future academy trust CEOs? (Please rank 1-5 with 1 being most likely and 5 being least likely)Min 1 / Max 5Education1Wider public sector1Private sector1Charity sector1Other1Which of the following would you advise aspiring CEOs to undertake to best prepare themselves for a CEO role? (Please rank 1-5 with 1 being the most important and 5 being the least important)? Which of the following would you advise aspiring CEOs to undertake to best prepare themselves for a CEO role? (Please rank 1-5 with 1 being the most important and 5 being the least important)?Min 1 / Max 5Undertake a CEO development programme (such as Being The CEO or similar)1Undertake shadowing with a current serving CEO1Undertake coaching and/or mentoring (such as Forum Strategy’s coaching or mentoring offers)1Connect with a network of CEOs to find out more about their experiences and advice1Read books, articles and resources related to the CEO role1Any further comments to add: Any further comments to add:Where are you looking to add more capacity in your central team in the next two to three years (select all that apply)? Where are you looking to add more capacity in your central team in the next two to three years (select all that apply)?Technology (including cyber security and AI expertise)EstatesHRFinanceSpecialist educational supportSchool Improvement LeadershipMental health and wellbeingGovernance professionalOperational complianceFundraising and corporate affairs/relationsWe won’t be adding any further roles or expertiseCommunity partnership leadOther:How many schools do you believe your trust will be running in three years’ time? How many schools do you believe your trust will be running in three years’ time?1- 44- 1010 - 2020 - 3030 - 5050 plus
