School trust chief executives occupy highly influential leadership roles. They are responsible not only for the success of their own organisations, but increasingly for shaping outcomes across communities and the wider sector. Yet the national conversation about trust leadership is often shaped by a relatively small number of voices. The experiences of CEOs leading trusts of different sizes, serving different communities and operating in different parts of the country are not always reflected in policy discussions. At a time when the government is placing greater emphasis on collaboration and system leadership, it is more important than ever that we understand the realities facing trust CEOs. We need to know what is helping them succeed, what barriers they face, and what support they need to lead sustainably in an increasingly complex environment. That is why ASCL is launching a new CEO network, with pilot events taking place this month ahead of a full launch in September. The network is intended to complement the strong culture of collaboration that already exists across the trust sector. It will provide an additional space for CEOs to connect with peers, share experiences, and help shape the wider conversation about trust leadership. More responsibility The demands on CEOs have changed significantly over the past decade. As trusts have grown in size and complexity, CEOs have become responsible for far more than organisational performance. They are expected to lead improvement across multiple schools, build leadership capacity, develop partnerships, manage financial pressures, and contribute to wider system reform. As Sue Collings, chief executive officer of The Alliance Schools Trust, said at ASCL’s summer council: “Today’s trust CEO stands at the crossroads of strategy, stewardship and the whole education system. “We are no longer simply leading organisations; we are navigating ecosystems, balancing urgent realities with long-term priorities. Without a stronger collective voice, we risk solving shared challenges in isolation rather than shaping the future together.” The need for support is also reflected in wider evidence on leadership sustainability. Recent research led by Toby Greany from the University of Nottingham on sustainable school leadership found continuing concerns about leadership supply, retention and wellbeing across the education system. Leaders are operating in a context shaped by workforce challenges, financial pressures, increasing pupil needs, and rising expectations. These pressures do not disappear at executive level. If anything, they become more acute. At the same time, trust CEOs are increasingly expected to act as civic leaders, helping schools to work alongside councils, health services, employers and community organisations to improve outcomes for children and young people. The role increasingly extends beyond organisational boundaries, requiring leaders to balance the needs of their own trusts with a wider public purpose. Andrew Burns, chief executive officer of Redhill Academy Trust, said at the summer council: “In the changing world of education, trusts will now certainly be expected to form the backbone of both delivery and standards. The role of CEO can quickly become too complex and fragmented. “ASCL’s new CEO network will provide great opportunities for us to explore current challenges with our peers, providing not only guidance, but also support.” The Department for Education’s white paper places collaboration at the heart of future reform. Perfect timing Phillipa Sherlock-Lewis, chief executive officer of Prince Albert Community Trust, believes the timing of the network is significant. She told me: “A support group of this kind could not be more timely. “Recent government changes have been broad and deep, adding significant pressure to trust and school leadership. The need to collaborate for efficiency, effectiveness, and mental and emotional support has moved far beyond simply not wanting to feel lonely. “We now need a blueprint for what real collaboration looks like in practice. Mergers may be part of the current conversation, but they will not be the right answer for everyone, so we have to ask, what else is possible?” The future of the education system will depend heavily on its leadership. If we want trusts to continue to act as anchors in their communities, and if we want meaningful collaboration across education and public services, then we must invest in the people leading that work. The launch of ASCL’s CEO network is an invitation to CEOs across the country to help shape that conversation. Not simply for the benefit of individual organisations, but for the future of the education system itself.