While there are significant differences between England and Scotland in the politics, the policy environment and the management of schools, leadership development both north and south of the border is charged with addressing what has been termed a recruitment and retention "crisis". An emerging phenomenon in both jurisdictions is that of "career deputies", people who do not want the stress, workload, external accountability and ultimate authority for success or failure in a high stakes policy environment. In England, a National College for school leadership has undergone serial change in its programmes to bring it closer to the daily work of heads, so as to offer more attractive, personalised and flexible pathways. In Scotland, which decided against a similar national provider, leaving development with universities and local authorities, "flexibility" is also the byword. As evaluations of the impact in both countries show, collegial networking, confidantes, coaches and critical friends are important and welcome in alleviating the pervasive sense of loneliness that many school leaders express. There is, however, an urgent need for policy makers to rethink what we expect of our school leaders and to recognise that "distributed leadership" is more than an academic conceit.