Leading Up: Cultivating Trust Between the Head of School and Board Through Intentional Development

By Heather Harrison, Head of School, Mariners Christian School

Learning the Hard but Holy Way

As I enter my seventh year as Head of School, I’m aware that seven years is not a long time in the world of school leadership. Yet in that span, I’ve worked with three different Board chairs and, within my first four years, served alongside a completely new Board—none of whom were part of the group that hired me.

That kind of transition accelerated my learning—ready or not. When I began, I had no experience serving with or reporting to a Board. The learning curve was steep—steeper than I imagined. My early years felt easy: the Board was united, deeply supportive, and aligned in mission. I didn’t realize how much of that health rested on intentional cultivation.

As time went on and turnover increased, subtle but significant gaps began to appear. I assumed our shared mission and calling would be enough to sustain partnership. It wasn’t. Boundaries blurred, communication faltered, assumptions grew, and what had once felt seamless became strained.

Those seasons were difficult but profoundly refining. The churning of relationship and role clarity revealed what I had taken for granted and strengthened what mattered most. I learned that trust is fragile and must be nurtured continuously.

My hope—and my prayer—is that what I’ve learned through these challenges will serve other Heads who may be experiencing similar struggles. Because the truth is, trust cannot be assumed; it must be built, practiced, and renewed—again and again.

Why Board Development Matters—Always

Whether a strong Board–Head relationship currently exists or not, continual attention to both trust and Board development is essential. Without it, even the most mission-driven schools risk erosion of partnership and alignment. Below are key practices I’ve learned—some the hard way—that help sustain a healthy and faithful relationship.

Clarify Roles and Expectations

Many challenges between Boards and Heads trace back to blurred lines. Regularly revisiting governance documents, job descriptions, and decision-making processes keeps everyone aligned. Define clearly what belongs to the Board (mission, policy, strategic direction) and what belongs to the Head (operations, personnel, implementation).

Boards that clearly define their roles are not only more effective but also more supportive of their Heads.  Role clarity provides confidence, ensures accountability, and protects both trust and authority.

Communicate with Transparency and Consistency

Trust thrives in transparency and falters in silence. Regular, structured communication—through Head’s reports, dashboards, and updates—builds confidence and minimizes uncertainty. Equally important are relational touchpoints: a follow-up conversation with the Board chair after a tough decision or an honest discussion before a meeting.

I’ve learned that transparency, reliability, and competence are the strongest predictors of trust in school leadership. Consistent communication builds credibility—and credibility builds trust.

Invest in Board Development

Board development is not optional; it’s essential. Provide ongoing training, governance workshops, and retreats focused on both strategic and spiritual health. Revisit mission and values together, pray together, and engage in reflection as a team.

One particularly meaningful practice I’ve found is inviting past Board chairs or long-serving trustees to share their wisdom and perspective with current members. These individuals offer valuable historical context, a deep understanding of the school’s mission, and firsthand insight into the challenges and joys of governance. Their voices remind the Board that it is part of a larger story—one marked by faithfulness, lessons learned, and God’s continued provision.

When Heads invest in developing their Boards, they “lead up” in the healthiest way—demonstrating humility, collaboration, and commitment to shared growth. Tools from organizations such as BoardSource or SchoolRIGHT can also help assess Board effectiveness and strengthen alignment.

Lead Up with Humility and Integrity

One of the most complex dynamics of headship is leading up. The Head reports to the Board but must also guide and equip it—often shaping culture and direction without formal authority.

Leading up requires humility without passivity and courage without defensiveness. Speak truth with grace, admit mistakes quickly, and model steadiness under pressure. Proverbs 20:28 reminds us, “Good leadership is built on love and truth; kindness and integrity are what keep leaders in their position of trust.”

Leading up is not about control; it’s about cultivating confidence through character.

Navigate Transitions with Care

Change is inevitable, but how transitions are managed determines whether trust is strengthened or strained.

Onboard new trustees intentionally—orient them to the school’s mission, culture, and governance philosophy. Facilitate thoughtful handoffs between outgoing and incoming chairs to preserve institutional memory and continuity. Each transition offers an opportunity to reaffirm clarity and unity rather than lose it.

Keep Mission Central and Christ as the Foundation

The Board–Head relationship is not just professional—it’s spiritual. It’s a shared stewardship of God’s calling for the school. Ground meetings in prayer. Reflect on stories of God’s provision—your “Ebenezers”—as reminders of His faithfulness through both calm and challenge.

As 1 Corinthians 3:11 reminds us: “For no one can lay any foundation other than the one already laid, which is Jesus Christ.” When both Board and Head remain centered on Christ, trust flourishes and unity follows.

Faithful Now, Faithful Always

Looking back, I can say with certainty that the difficult seasons have been the most formative. They taught me that trust is not maintained by goodwill alone—it is forged through honesty, transparency, and shared humility.

Be faithful now—by tending to trust, nurturing communication, and investing in understanding. And be faithful always—so the next generation of leaders and trustees inherits not just a thriving school, but a culture of trust built on Christ and strengthened by care.

In only seven years, I’ve learned lessons I hope to carry—and share—for decades to come. My prayer is that these reflections encourage other Heads and Boards who may be navigating similar seasons—and that together, we may be found faithful.

Heather Harrison has been an educator for 25 years, with 15 of those years spent in school leadership. She began her career in public education before God called her to Christian education in 2013, when she joined Mariners Christian School as Middle School Principal. In 2019, she was named Head of School, where she continues to lead with a deep commitment to the mission of building a firm foundation through Christ-centered education. Heather holds a B.A. in History and Political Science and an M.A. in Education. She is passionate about advancing God’s Kingdom through Christian education and deeply grateful for the calling to serve in this work.