The final half term of the academic year is often described as the most intense period in school leadership. But while it brings a unique convergence of pressures, it also offers a powerful opportunity to finish strong and shape the future with intention.
At this point, leaders are working in two modes at once: delivering the current year successfully while building the foundations for the next. Rather than seeing this as a tension, it can help to view it as a moment of influence.
The decisions and actions taken now have a direct and lasting impact on both outcomes and momentum.
On the operational side, the focus is on ensuring the year ends well. Exams need to run smoothly, behaviour and attendance still matter, and supporting staff through the final stretch is critical.
Attendance and behaviour remain a national priority, with increasing scrutiny in accountability frameworks and policy direction (Department for Education, 2025). [1]
One of the most effective ways leaders can help themselves here is by simplifying priorities. Not everything needs equal attention. Being clear about what matters most, and communicating that consistently, can reduce pressure across the team.
This is also a time when visibility and encouragement make a real difference. Small actions such as recognising staff effort, protecting time where possible, and maintaining a calm presence can help sustain morale when energy levels are low (TES, 2026). [2]
Alongside this, leaders are making important strategic decisions about September. Budget setting, staffing, curriculum planning and policy changes all require careful thought.
The challenge is that not everything is certain yet. Many leaders continue to report concerns around funding sufficiency and future financial sustainability (Browne Jacobson, 2026). [3]
In this context, it can be helpful to focus on what is within control. Developing a small number of clear priorities, planning for a range of scenarios, and avoiding over complexity can make the process more manageable.
Engaging others in this thinking can also ease the load. Sharing leadership, drawing on expertise within the team, and creating space for professional dialogue not only improves decision making but also builds collective ownership for the year ahead (NFER, 2025). [4]
There is, of course, an emotional dimension to this period. Decisions may affect people directly, and leaders are often balancing what feels right with what is necessary. Being open, transparent and values led in communication can help navigate this with integrity and trust.
Perhaps most importantly, leaders need to pay attention to their own capacity. This is a demanding time, and sustaining energy is essential. With workload and wellbeing continuing to be major sector concerns, protecting time to think and prioritise is not a luxury but a leadership necessity (NEU, 2025). [5]
The final half term is not just about closing one year. It is an opportunity to shape the next one with clarity and purpose. With a focus on what matters most, a willingness to share the load, and a commitment to leading with both intention and care, it becomes possible not just to get through this period, but to use it well.
References
[1] Department for Education (2025). Government to crackdown on bad behaviour and boost attendance. Government to crackdown on bad behaviour and boost attendance - GOV.UK
[2] TES (2026). How bad is teacher workload and how can leaders help? How bad is teacher workload and how can leaders help? | Tes
[3] Browne Jacobson (2026) School Leaders Survey results Summer 2026. School Leaders Survey summer 2026 results: Policy, funding and AI
[4] NFER (2025). Teacher Labour Market in England Annual Report 2025. Teacher Labour Market in England Annual Report 2025 | NFER and the Nuffield Foundation
[5] NEU (2025). Working lives of teachers and leaders report. Working lives of teachers and leaders report shows staff overwhelmed by workload | National Education Union
