We talk a lot about recruitment pipelines for students. We analyse markets, visa changes and demographic trends. But far less often do we ask the same question about our own leadership pipeline.
After more than 20 years in international education – first co-founding LILA* and now working with leaders across the sector – I have seen how easy it is to focus on immediate pressures.
Compliance. Cash flow. Recruitment targets. Geopolitical shifts. All important.
But the organisations that feel most confident about the future are not just reacting to external change. They are intentionally building their next generation of leaders. And that requires a shift in mindset.
Historically, leadership development in our sector has often been informal. Someone is good at their job, so they are promoted. A strong teacher becomes a director of studies. A high-performing recruiter becomes a regional manager. But we rarely pause to ask: have we actually equipped them to lead?
Managing people is not the same as being good at a role. It requires emotional intelligence, commercial awareness, cultural sensitivity, data literacy and the confidence to make fair decisions under pressure.
This is where structured development – including apprenticeships – becomes powerful. For many organisations, apprenticeships still carry outdated assumptions
This is where structured development – including apprenticeships – becomes powerful. For many organisations, apprenticeships still carry outdated assumptions. They are seen as entry-level or operational. But modern leadership and management apprenticeships are something very different. They create a formal pathway for developing inclusive, commercially astute managers while people are still in role. That matters in international education.
We are a sector built on diversity. Our teams are multicultural, multi-generational and often geographically dispersed. Leading in that context is complex. It cannot be left to chance. Apprenticeships offer something practical. They provide time and space for managers to reflect on how they lead, how they make decisions, how they create cultures where people feel heard and valued. They also send a strong message internally: leadership is not reserved for a select few. It is something we invest in and grow.
At a time when Gen Z professionals are questioning traditional career paths, offering structured development routes can be a real differentiator. It signals progression. It signals fairness. It signals commitment. And perhaps most importantly, it reduces risk.
When middle managers feel unsupported, frustration builds quietly. When they feel equipped and confident, performance improves across the organisation.
International education has always believed in the transformative power of education for students. The opportunity now is to apply that same belief to our own people.
If we want resilient organisations in five or ten years’ time, we need to be intentional about who we are developing today. The future of our sector will not be shaped solely by policy or recruitment markets. It will be shaped by the leaders we are nurturing right now. From where I stand, that is both a responsibility and an opportunity.
About the author: Leanne Linacre is CEO of Lead5050 and co-founder of LILA* College, an award-winning independent education provider in Liverpool. She works with organisations across international education to develop inclusive, high-performing leadership cultures and supports the growth of future leaders through structured development programmes, including apprenticeships. She is also the chair of the ALTO network.
