You have made a decision: you are leaving and will no longer be the headteacher of your school. You have put your all into the job during your tenure and, naturally, you want to ensure that it is handed over to your successor in the best possible way.

Having been through the process, here is what I’ve learned.

1. Let go as early as you can

While it’s only natural to be protective of certain things you are proud of and that you feel are the embodiment of the school (I know I was), there has to be an early recognition that the new broom will bring changes. Some things will stay the same, but your successor will want to put their mark on the school, as you did. Letting go can be hard and accepting this is an important part of the process.

2. Get the timing right

I made a long list of key things to discuss and share, and I was keen to meet up with my successor as much as possible. But if the person is already a head, then they will have to go through the same process at their current school. Be aware that finding convenient times will be tricky as both parties still have schools to run.

3. Manage expectations

Understanding and managing the expectation of change within your school is key. You’d hope that your school community would be sad to see you go and, of course, they may also be worried. Transition for the pupils, staff and parents is just as important as for the new head, so it’s vital to reassure everyone that you are leaving the school in safe hands. Stress to them that while some things will remain the same, inevitably, some things will be done differently and you will be supporting your successor 100 per cent.

4. Share information

What does the incoming headteacher want to know and what do you want to share with them? The obvious discussions will be about data, budget, the current development plan, staffing, pressing issues, relationships with the governors (and the local authority or trust), upcoming deadlines, projects and, in particular, safeguarding. However, it’s easy to overlook local issues, which are the things that you most need to share.

What is rumbling away with parents, for example? Which parents should you be wary of? Who are your go-to staff members? In what ways have you had your fingers burned? What are the bear traps to avoid?

5. Advise caution

Like a cricketer going in to bat, any new head needs to settle in, have a look around, see where the opportunities are and avoid getting caught out early on. Recognise traditions and don’t change them straightaway.

When I first joined, I wanted to move the annual summer fair to a Friday evening, as we had done at my previous school. This meant everyone could have a wonderful time and still have their weekend free. But I was soon informed that this was the event of the year for the local community and to change it at my peril. Needless to say, I backed off, as it was clear no one would ever come around to my suggestion.

Another colleague went straight into battle about changing the colour of the school sweatshirts, which were a murky brown. He underestimated the conservative nature of the parent body and had to back down. Had he been aware of the strength of feeling beforehand, he would not have considered it.

Your successor needs to know what are perceived as non-negotiables and why, as well as initiatives you have tried to introduce without success. This doesn’t mean they shouldn’t have a go or change things around, but a positive start with parents and staff is essential. Forewarned is forearmed.

6. Give them a tour

The best thing that happened to me before I started my first headship was being taken for a walk around the local area. I immediately had a feel for where our pupils lived, how they travelled to school, and the geography of the area. And I was introduced to several local people including the owner of the nearby shop. The latter had their finger on the local pulse, and I made sure I got my lunch from the shop at least once a week, stopping for a chat and to check out what was happening in the area. I started to get my car serviced locally, too.

Good community relations outside school are vital and this got me off to the best possible start. If you are able do this kind of introduction with your successor, it is well worth investing the time.

7. Stay present

Finally, you need to be available on the phone after you leave. There will always be more questions, usually along the lines of “Where do I find this?” and “Can you tell me more about a particular family?” Because, despite your best efforts, whatever you do probably won’t be quite enough.

Richard Bullard is a former headteacher and is part of the team running testicular cancer charity It’s In The Bag, itsinthebag.org.uk

This article originally appeared in the 30 August 2019 issue under the headline “How to ensure a smooth headship handover”