What does strong leadership really look like in today’s schools and trusts? Sharon Marsh highlights how the way we lead hybrid operational teams – blending internal staff with external partners – is critical to organisational success  When we think about leadership in our schools and trusts, we often focus, quite rightly, on curriculum, pedagogy and outcomes. Yet the strength of our operational leadership is just as critical. The way we bring together internal colleagues and external partners directly shapes the stability, culture and effectiveness of our organisations. If we are aiming for excellence in education, we must also aim for excellence in how we lead hybrid operational teams.  Across schools and multi-academy trusts, operational delivery is increasingly blended. HR, finance, estates, IT, catering, cleaning, compliance and specialist advisory services are often provided through a mix of in-house staff and external professionals. Headteachers, trust leaders and school business professionals now find themselves leading teams that extend beyond traditional employment structures.  The Leadership Shift  This is not simply a structural shift. It is a leadership one.  Hybrid teams function best when there is absolute clarity about purpose. Internal staff are immersed in the daily life of the school; external partners may engage periodically or through contractual frameworks. Without a shared understanding of the wider mission, operational activity can easily become transactional.  School and academy leaders, including SBPs, should continually reinforce:  How operational effectiveness underpins educational outcomes  The standards expected across all services  The collective responsibility for safeguarding, compliance and wellbeing  When purpose is clear, alignment becomes easier. External partners understand the keep reading