CYNTHIA BARNES programmeandtheconstructivefeedback. Asmentionedearlier,creatingmissionand visionstatementswasalsokeytohavingschoolwidesuccessinthefuture. CreatingaMiddlesection(Years7,8and9)in theSecondarydepartmentmayturnouttobethe biggestachievement,asthiswillallowustofocus ontheuniqueneedsofthisagegroup. Describe your management style Idislikethephrase‘hands-on,’butIsupposeit is hands-on—butonlyhands-onuntilIfeel comfortablewiththepeopleinpositionsofauthority. Thatisahugepartofthejob—gettingtheright peopleintherightseatsmovinginthesame direction.We’vemadesomesignificantadministrative changes,andthatislikelytocontinueuntilwe getpeopleworkinginunison.delegatingvarious responsibilitiesisalsoarequirementofacontemporaryHeadofSchool.Thejobhasbecomeso complexthattohavetheinstitutionprogressat S A LT U S M A G A Z I N E thepaceyou’dlike,youneedalotofcapable administrators. TheSeniorManagementTeammeetsfortwo hoursatthestartofeachweek.Themeetingsoften endupfocussingonnutsandbolts,buttheprimary objectiveistoaddressstrategicissues.Ithinkwe havemadealotofprogressthisyear. Themoderndayprivate-schoolparentis demandingandBermudianparentsarenodifferent. Theycaredeeplyabouttheirchildren’seducation— whichisgreat—butitmeansthescrutinyunder whichyouhavetooperateisconsiderable.We,at Saltus,wantthesupportofourparentcommunity. Inordertogetit,wehavetoearnitbybeinga greatschool. You once said you weren’t afraid of controversy. Did you find the early days at Saltus difficult? Frankly,yes.Inmycareer,Ihavedealtwithalmost everycrisisimaginable.Thereisn’tawholelotI haven’tseenover35yearsworkinginschoolslike 19