Bright spots on the horizon

Tshwarelo Hosia | Tuesday January 27, 2026 08:14

Albeit isolated, there are bright spots on the horizon, keeping alive hopes for the resurgence of good and better-governed schools on a larger scale. The existence of effective schools in the system, albeit few in number, that fulfil their mandate and outshine peers cannot go unnoticed.

The most critical question is why only a few schools consistently serve students with distinction. Is it on account of community and stakeholder participation in the business of schools? This is partly true. Yes, it is true that when their services are sought and enlisted, communities could make a profound impact on the running of a school system. However, community support assumes a secondary and additional position in the pecking order. Schools, first and foremost, should endeavour to stand on their feet. They should be founded on the spirit of self-help. In and of themselves, schools should mobilise internal resources at their disposal to achieve the purpose for which they were created. The life and direction of a school rest principally on the shoulders of those charged with the responsibility to govern and lead it. In other words, a self-supporting institution stands a better chance of succeeding and weathering storms than a school that relies heavily on external support. A school that seeks to achieve a lot in terms of offering first-class service to students should invest in getting its act together before it can cast its net wide to attract external patronage.

Having complete faith and a sense of pride in its capacity to navigate hurdles contributes to a strong culture of resilience. A proud school should never doubt its ability to move all students under its care towards proficiency. Success should define the character and identity of a school. This is what distinguishes an effective school from a poorly managed one. Elements that define good stewardship in a school are order and discipline, a relentless emphasis on classroom instruction, and the well-being of staff and students. Order and discipline is the bedrock of a school. By its own efforts, a school should ensure the prevalence of a spirit of peaceful coexistence and mutual respect among the various actors and players within its control.

This ensures proper coordination and alignment of resources to realise a common goal of raising student achievement levels. A spirit of oneness reduces distractions and investment of energies on matters peripheral to the core business. In the final analysis, the fate of a school is decided by the quality of its leadership.

The question of why some schools tick while others continue to fade away lies in the extent to which school management effectively manages and deploys its internal resources. One thing is that each one of the schools that continues to rise and distinguish itself from the crowd is led properly. It is not by chance or some stroke of luck that good student learning outcomes are produced and sustained. Success in a school is a product of an intentional strategy championed by its leadership. And there is a pattern. Good results follow good leaders wherever they are. A change of locality does not in any way dilute the influence of powerful school principals. The key message is that outstanding student learning outcomes are masterminded from a school principal’s desk.

Even when they have to inherit real or perceived broken and uninspiring schools, effective school principals would always find a silver bullet to unlock and unleash the potential of students and teachers. Leadership matters in the realm of schools. The country is littered with examples of schools which had lived with a diagnosis of no hope but only to experience a dramatic change of fortunes instigated by a following a change of guard. A new broom, as they say, sweeps better.

It does not have to be too many changes. It should be emphasised that it takes only that one single change at the top to alter, more often dramatically, the performance trajectory of a school. A change of leadership at the top can be the game-changer, even if other circumstances or other variables were to a large extent remain unchanged. Having the right principal is everything in the management of schools. Good principals always leave an impeccable track record of performance - an indelible legacy. A careful and close observation of the professional journeys and tours of academically prosperous and thriving school principals reveals that an intentional strategy is the main driving force behind improved student learning outcomes. Many successful schools are blessed with self-made school principals. These are leaders who are not products of any formal training on school governance. The system should therefore attach a high value to the services of these self-made men and women running the schools. Good principals are a gift from God, a rare commodity requiring special care and treatment. The system cannot afford the luxury of taking them and their exceptional leadership credentials for granted.

Their effective, inspiring and best school governance practices should be acknowledged if the momentum of good performance is to be sustained in the schools they lead.

Also, intentional efforts should be made to replicate their effective management practices in other jurisdictions. Sustaining the pedal on achieving improved learning outcomes could be realised through the retention of successful school principals. Sadly, some good principals continue to exit the system prematurely at a time when their services are needed most.

It is strategically important to strengthen the system’s gatekeeping to minimise loss of impactful instructional leaders. To achieve this end, relaxed and flexible retirement ages could be introduced to keep high achievers longer in the service. In addition, payment of performance bonuses should be considered for school principals who are excelling.

In a bid to retain experienced and successful school principals, the system should consider introducing a sabbatical Leave. This is a practice common in universities where employees apply to be released from their duties temporarily to pursue other interests or rest and replenish their energies when fatigue has taken its toll.