Having observed independent schools for years--first as dean of admission at Princeton University from 1978-1983, and then as president of an educational consulting firm since 1986--the author has noticed that the challenges of leading a school have changed dramatically. In consulting with more than 700 independent schools, often in a search for a new head of school, he has seen the head's job become more complicated, with growing demands on his or her time and talent. This has led him to think about ways that a school's board of trustees can ease the often untenable workload of the head and, in the process, create a more effective leader who is happier in the job and more likely to stay for the long run. In this article, the author discusses the challenges school heads face and how restructuring a school's administration can help.