Happy Friday Reader

Right, this week something’s been really bothering my, and judging by the response to my post online, I’m not alone.

Contract renewal deadlines in international schools have become absolutely bonkers. Teachers having to commit by October for next year? That’s ten months of blind faith whilst having no clue what opportunities might emerge.

Ten years back, loads of schools gave staff until March. Then Christmas became the norm. Now October? I’ve even heard from teachers who have to decide by September - a whole year in advance.

Why this is happening

The more I’ve dug into this, the clearer it’s become that we’re stuck in an arms race. Recruitment agencies are pushing earlier job fairs, which means schools feel pressure to secure staff before competitors do. Everyone’s moving earlier because everyone else is moving earlier.

Technology hasn’t helped either. Online hiring has disconnected us from traditional recruitment cycles, and suddenly we’re seeing August 2026 positions advertised in September. It’s crazy, but it’s the system we’ve created.

The hidden costs

What’s really struck me from the responses is how much damage this is doing that we don’t see. Teachers are staying in positions out of fear rather than excitement. They’re being asked to commit without knowing their teaching load, development opportunities, or basic job details. Just “Do you want to work for us doing whatever we ask, or not?”

Some schools are running two-tier systems - October deadlines for shortage subjects, January for others. Teachers in shortage areas feel this is fundamentally unfair, and they’re right.

Worst of all, the psychological safety around these decisions has collapsed. Teachers are scared to express interest in leaving because they’ve seen colleagues get poor references or be actively replaced before they’ve even resigned. Together, that creates a culture of fear, not trust.

What good leadership actually looks like

The awesome news is that some leaders are breaking ranks. One head contacted me to say his school gives teachers until after Chinese New Year to decide. “It shows we’re confident people will want to stay with us,” he said.

That’s what courage looks like in leadership. Schools that trust their culture don’t need to corner people into staying.

Others are starting to provide proper information with renewal requests - teaching loads, development plans, role details. Imagine that - actually helping people make informed decisions.

What you can do

You don’t have to completely buck the system tomorrow, but you can start somewhere. Give teachers the information they need to make proper decisions. Create psychological safety around career conversations. Consider whether your deadlines are driven by genuine need or just fear.

If you’re feeling brave, ask yourself: what would it look like to trust your staff enough to give them real choice? What would it say about your school culture if people wanted to stay because they loved it, not because they felt trapped?

And if you’re doing something different already (even small things) I’d love to hear about it. The sector needs examples of leaders thinking beyond the arms race.

This system feels a bit broken, but it doesn’t have to stay that way. Someone has to be willing to lead differently.

Drop me a line with what you’re trying or thinking.

Have a restful weekend,

Shane