Currently Marshall Education Group is providing on site leadership services, starting three schools and improving our state-of-the-art learning software for a public launch in late spring.  We are providing services as Interim Superintendent at Cary Christian School in Cary NC.  A classical Christian school of over 800 enrolled students, MEG is sustaining successes, providing a [...]

Article XXII:  The Headmaster Search – Strategic Legacy in Action Retaining and transitioning to a new headmaster is one of the most strategic legacies a sitting board of directors will leave to their school.  The board can choose to conduct the search or retain a specialized executive search firm search firm.  This outline assumes the [...]

Article XXI: The Headmaster and the First 90 Days Have you ever entered a new leadership role or promoted someone into a new one and wondered how to accelerate the ramp up process?  Here is the answer.  This month is the first 30 days of the first 90 days of a one-year interim superintendent position [...]

Next Monday July 25 I assume duties as interim Superintendent of Cary Christian School in Cary, North Carolina.  This on location assignment to assist with transition to a permanent Superintendent will last several months and engage many of the same gifts and experiences I have enjoyed expressing for many years.  Best of all will be the opportunity [...]

Article XX: Strategic Academy Assessment and Action Planning Every academy should formalize a process for continuous qualitative and quantitative growth.  It seems a healthy organization needs a well-entrenched culture of improvement that becomes a normal habit.  The Headmaster as CEO will lead this process, sometimes with the aid of a consultant that has developed multiple [...]

Article XIX: The Headmaster as Organizational Leader: The Means to Accomplishing Ends Private schools choose to organize themselves in a myriad of ways.  The school’s stated mission or ends, size of enrollment, solvency and other factors will affect organization structure.  Some schools create extraordinarily complex organizations that bog down decision making, while others employ leaner [...]

Article XVIII: The Board – Executive Limitations on the Headmaster as CEO The CEO/Headmaster is charged with the responsibility to achieve clearly articulated organizational ends. The means to achievement of such ends is at the discretion of the CEO without the need for guidance from the Board. However, the CEO may not violate executive limitations [...]

Article XVII: The Board – Headmaster Relationship based on Governance Policies There are several approaches to the government of an academy.  The most important thing is to choose one that fits the academy and follows it carefully to maximize organizational performance.  The following approach to the board – headmaster relationship is adapted from The Carver [...]

Article XVI: The Headmaster as Chief Executive Officer Introducing the Headmaster as Chief Executive Officer, and the only direct report of the board of trustees, s/he is comprehensively responsible for successful achievement of organizational ends while maintaining organizational integrity.  The board will link governance and management functions through a single chief executive officer, titled Headmaster [...]

Article XV: The Seven Liberal Arts The Seven Liberal Arts consist of the Trivium and the Quadrivium.  The Trivium includes grammar, logic or dialectic, and rhetoric while the Quadrivium includes arithmetic and geometry or mathematics, astronomy or the sciences and music or the arts.  Add theology as the queen of the sciences, philosophy her handmaiden [...]