Helping

Educators, Staff, and Leaders Thrive

Faculty and staff carry demanding workloads while navigating change, competing priorities, and the needs of their institutions. ThrivePath helps educational organizations care for their people and strengthen leadership through coaching, burnout prevention, workshops, and organizational consulting.

Why This Work Matters

The well-being of faculty and staff shapes morale, collaboration, retention, and the day-to-day climate of an institution. Leaders also need support as they make difficult decisions, guide teams through change, and respond to pressure. ThrivePath addresses personal skills and workplace practices together, helping organizations build healthier ways to work and lead.

Education Burnout and Retention by the Numbers

0%

of K-12 education employees reported feeling burned out always or very often. Gallup [1]

0%

superintendent turnover among the 500 largest U.S. school districts in 2024-25. ILO / Education Week [6]

$0K

estimated cost to replace a principal. School Leaders Network [7]

$0K

average cost for a large district to replace a departing teacher. Learning Policy Institute [9]

How ThrivePath Can Help

Faculty and staff well-being

Offer coaching and practical workshops on stress, resilience, boundaries, and sustainable work habits.

Burnout prevention

Help teams recognize early signs of strain and examine workload, communication, and expectations that may contribute to it.

Leadership development

Help academic and administrative leaders communicate clearly, navigate change, manage competing demands, and build trust across roles and departments.

Executive coaching

Give leaders confidential space to think through challenges, strengthen self-awareness, and put new approaches into practice.

Organizational consulting and retreats

. Identify barriers to healthy collaboration and create focused opportunities for reflection, shared learning, and action planning.

Retention and Measurable Improvement

Supporting faculty and staff well-being and strengthening leadership can help institutions retain experienced people. Fewer avoidable departures may reduce recruitment and onboarding costs while preserving institutional knowledge and continuity. ThrivePath can help organizations establish a baseline and track voluntary turnover, vacancies, and replacement costs over time.

Healthy educational environments begin with the people who make them possible.

Schedule a Consultation

Additional Research & Sources

  • Average college president tenure fell to 5.9 years in 2022, down from 8.5 years in 2006; 55% planned to step down within five years. [3]
  • Presidential search firms typically charge about one-third of the new leader’s first-year salary; senior/executive turnover costs can reach up to 213% of annual salary. [4,5]
  • Superintendent turnover reached 23% in 2024-25 and 17.4% in 2025-26 among the 500 largest districts. [6]
  • About 18% of principals leave their position each year, and nearly half leave by their third year. [7,8]
  • Education employees whose manager is always willing to listen to work-related problems are 62% less likely to be burned out. [1]
  • Burned-out education employees are 2.6 times as likely to be actively looking for another job. [1]
  • In higher education, 35% of supervisors say maintaining staff morale is very challenging and 52% say filling open positions is very challenging. [11]
  • 39% of K-12 teachers reported frequent burnout in 2023, compared with 26% of workers in other occupations. [2]
  • 79% of superintendents said their jobs were often or always stressful in 2023. [12]
  • 85% of principals reported frequent job-related stress and 48% reported burnout in a 2022 RAND survey. [14]
  • Four in ten university faculty and staff are actively or passively looking for a new job. [1,11]
  • Principal turnover lowers school achievement in the following year, on average. [10]
  • Principals account for up to 25% of school-level factors influencing student achievement. [7]
  • Higher teacher turnover was associated with lower English and math scores in a study of more than 850,000 New York City student observations. [15]
  • Large districts with stable superintendent leadership since 2020 saw graduation rates improve by 1.17 percentage points. [6]

Sources: [1] Gallup, Overworked and Undervalued: Retaining Top Educators (2024). [2] Gallup, New Perspective: Improving the K-12 Teacher Experience (2024). [3] American Council on Education, American College President Study (2023). [4] Forbes, As More College Presidents Quit, Search Firms Prosper (2022). [5] Boushey & Glynn, Center for American Progress (2012). [6] ILO Group Superintendent Research Project, reported in Education Week (2026). [7] School Leaders Network, Churn: The High Cost of Principal Turnover (2014). [8] Learning Policy Institute & NASSP, Understanding and Addressing Principal Turnover (2019). [9] Learning Policy Institute, 2024 Update: What’s the Cost of Teacher Turnover? (2024). [10] Bartanen, Grissom & Rogers, The Impacts of Principal Turnover (2019). [11] CUPA-HR, 2023 Higher Education Employee Retention Survey. [12] RAND, Politics Is the Top Reason Superintendents Are Stressed (2023). [13] RAND, State of the Superintendent 2024. [14] RAND survey reported in Education Week (2022). [15] Ronfeldt, Loeb & Wyckoff, How Teacher Turnover Harms Student Achievement (2013).