The Nolan Principles of Public Life – What School Leaders Need to Know

We often think of the Nolan Principles—selflessness, integrity, objectivity, accountability, openness, honesty, and leadership—as something for politicians or civil servants. But in reality, these principles apply just as strongly to those of us serving in education—governors, trustees, headteachers, and school leaders. They are about ethical public service and the wise stewardship of public resources—values at the heart of successful Multi-Academy Trusts (MATs).

These Seven Principles were first articulated in 1995 by the Committee on Standards in Public Life, chaired by Lord Nolan, as a common ethical framework for public office. They have since been woven into codes across the public sector, including the expectations placed on school governing bodies and academy trusts. In essence, anyone in public service—including those governing or running schools—is expected to be both a servant of the public and a steward of public resources. When we embody these principles, we strengthen trust in our institutions and demonstrate that our decisions are guided by more than technical obligations.

Let’s look at each principle through the lens of school leadership. Selflessness means putting the interests of pupils and communities before any personal gain. Decisions shouldn’t be influenced by personal connections or perks—gifts from suppliers, familial benefits, or indirect rewards. Integrity requires us to avoid even the appearance of conflict. If personal interests—whether financial, familial, or relational—intersect with school decisions, we declare and address them openly. Objectivity highlights impartial decision-making based on evidence and merit, especially when appointing staff, choosing suppliers, or selecting student opportunities. Bias—intentional or otherwise—has no place in these major decisions. Accountability means being answerable not just to trustees or governors, but ultimately to parents, pupils, and the wider community. We welcome scrutiny, take responsibility for outcomes, and act transparently. Openness encourages transparency in decision-making, explaining why certain actions are taken or withheld unless there is a clear, lawful reason to withhold information. Honesty is about truthfulness in all interactions—from budget reporting to communication with staff and stakeholders. It means acknowledging mistakes openly and correcting them. Leadership is about modelling these principles in our behaviour and culture. Leaders must speak up when values are compromised, support ethical behaviour, and encourage others to do the same.

As one headteacher once reflected, signing the Nolan Principles wasn’t mere paperwork—it was a daily reminder of being a public servant. This attitude not only guides decisions but reassures the community that we take our responsibility seriously. Recent headlines make clear why we need to keep these principles front of mind. Scandals across public services—whether in government or agencies—have exposed ethical failings where openness, honesty, and accountability were lacking. These have damaged trust not just in individuals, but in whole institutions. Nationally, respected voices such as former Prime Minister John Major have emphasised how vital it is to fortify our ethics system. He and others have called for institutions grounded in the Nolan principles to rebuild public confidence. A cross-party commission has even recommended strengthening codes with enforceable duties, training, and independent oversight.

In the context of schools, these discussions remind us that ethical leadership isn’t optional—it’s essential. It’s not about bureaucratic boxes, but about decision-making built on trust and shared values. So what does this mean for school and trust leaders in practice? First, embed the principles by making them visible in inductions, governance training, and codes of conduct. Second, declare interests openly, managing them transparently. Third, make decisions based on merit, using evidence and clear criteria. Fourth, foster accountability by creating a culture where leaders and staff are comfortable explaining choices and responding to questions. Fifth, be transparent in communicating decisions to staff, parents, and communities. And sixth, model ethical leadership by living the principles and challenging complacency if they are ignored.

In summary, the Nolan Principles remain vital to public life today—and especially to education, where trust drives our relationships with families and communities. These aren’t abstract ideals but practical guides for clearer, fairer, accountable leadership in our schools and trusts. When we lead with selflessness, integrity, objectivity, accountability, openness, honesty, and leadership, we not only uphold public standards—we deliver a culture that pupils and communities can rely on.