Distinguished ladies and gentlemen, It is an honour to stand here today and speak to a group so invested in shaping the future of education in Ghana and beyond. My thanks to the Digital Educational Group for hosting us today and bringing together such an inspiring group of school leaders, directors, and future school owners. We’re here because we understand one thing: a positive school culture isn’t just a “nice-to-have” – it’s the backbone of a thriving school community. As Nelson Mandela once said, “Education is the most powerful weapon which you can use to change the world.” Education today must go beyond academic instruction; it should empower individuals to thrive in a rapidly changing world. This summit offers us a valuable platform to share ideas, strategies, and best practices that will enable us, as leaders, to nurture environments where students, teachers, and staff flourish
I would like to put all this in context. As you heard with my intro, I wear several hats, I have founded a company that has blazed the trail for 30 years, the first of its kind in Ghana which is arguably the leading hr company in Ghana and the only HR company in Ghana club hundred. The irony is not lost on me that I still blunder my way though what works to be able to nurture a positive culture.
When we co-founded Legacy Girls College, Ghana’s first all-girls private school, it wasn’t just to provide rigorous academics. We set out to create a place where young women could grow, feel empowered, and be part of something bigger than themselves. But this wasn’t something we could achieve alone. It required recruiting the right teachers and staff, building a culture that they would want to be part of, and setting up an environment that brought out the best in everyone.
Understanding Culture in Schools
Let’s start by defining what I mean by “positive school culture.” Culture in a school setting refers to the values, beliefs, attitudes, and norms that shape how things are done. It impacts how teachers and students feel about coming to school, how leaders make decisions, and how much commitment staff members are willing to invest in the mission and vision of the institution. When we speak about HR best practices, it’s essential to approach them as foundational building blocks of culture, rather than stand-alone policies.
Today, I’ll take you through the four pillars that should support a positive school culture –transformational leadership, recruitment, retention, and productivity – with examples from our experience at Legacy Girls and from other schools and organizations worldwide.
Transformational leadership in education
This requires us to lead with vision, inspire change, and empower individuals to unlock their potential. It goes beyond maintaining systems—it drives innovation and meaningful engagement at every level. Such leadership was exemplified by Finland’s education reforms. Finland shifted from a rigid, top-down model to a learner-centered approach where teachers were empowered to innovate. As a result, Finland’s education system now ranks among the best globally, reflecting the power of leadership focused on autonomy, collaboration, and continuous growth. This aligns with Peter Drucker’s insight: “The best way to predict the future is to create it.” I ask the question, how flexible are we in our teaching methodologies?
At the heart of transformational leadership is the ability to create a shared vision—one that unites stakeholders and gives meaning to their efforts. When teachers, students, parents, and administrators co-create a vision for the school, they develop a sense of ownership and belonging. A compelling example is the Riverdale Country School in New York, where leadership focused on building character and emotional intelligence alongside academic rigor. Their efforts to engage students, teachers, and parents in shaping the school’s mission have led to a thriving community where emotional well-being and academic excellence go hand in hand.
As Stephen Covey said, “Leadership is communicating to people their worth and potential so clearly that they are inspired to see it in themselves.” Sadly despite similar models with the Parent-teacher networks, some parents are so sold on academic prowess, that they use euphemisms to justify unethical approaches to passing exams. They will not pay their school fees, but will lure teachers with money to treat their children differently with extra tuition. Of course the repercussions are that the teachers must justify the monies they collect from parents and through fair or foul means they either provide questions or encourage cheating. As a result, we do not even know how well to trust some exams results so in Legacy, we trust our entrance and internal exams more than we do others as a means of selecting students into our school.
Transformational leadership also involves placing students at the center of the educational process. When students feel valued, heard, and involved, they engage more meaningfully in their learning journey. The Ashesi University in Ghana offers a powerful example of this principle in action. Ashesi’s founder envisioned a university that would not only educate students academically but also instill ethical leadership. Through programs that encourage student participation in governance and community service, Ashesi has cultivated graduates who are not only academically capable but also socially responsible. This echoes the belief of Aristotle: “Educating the mind without educating the heart is no education at all.”
Recruitment: Finding Teachers Who Believe in Your Mission
Building a positive school culture starts with bringing in teachers and staff who don’t just see teaching as a job but as a calling. When I first started in HR, I learned a valuable lesson: you don’t just hire skills; you hire values. And that principle applies in schools as much as it does in any organization.
Recruitment Strategies with a Mission-Driven Focus
- Branding Your School as a Community of Purpose and the School to be: At Legacy Girls, we’re not only looking for teachers who are strong in their subjects; we want educators who are passionate about developing young women into leaders. That’s why we highlight our mission across our platforms. We don’t just post about academic achievements; we share stories that reflect our values and vision. This has worked well for us as with admissions, the young girls are the ones who see our activities on Instagram and social media and inform their parents “we want to go to Legacy girls”.
- Building Partnerships for Talent Pipelines: Great schools don’t just recruit; they cultivate talent. We partner with teacher training institutions across Ghana to create a pipeline of future educators. I’ve seen this approach work wonders, not only at Legacy but in many other schools around the world. These partnerships allow teacher trainees to experience our school culture firsthand, so when they join, they’re already aligned with our mission. We use the National Service Scheme as well as teaching assistants in Universities to our advantage in this regard.
- Global Tools for Precision in Hiring: In today’s world, the power of data and technology can’t be ignored. Many schools, even in Ghana, are adopting AI-based hiring tools to screen candidates based on values alignment, teaching styles, and diversity. Imagine interviewing teachers who not only have the qualifications but also fit your school’s culture seamlessly.
Retention: Keeping Your Teachers Invested and Inspired
Recruitment gets talent through the door, but retaining that talent is where the real work begins. From experience, I can tell you that salary alone isn’t the answer. People stay where they feel they belong – where they feel seen, valued, and heard. Retention isn’t just a policy; it’s a culture.
Managing talent is a solution to retention and it should be approached with deliberation and planning, getting into the habit of re-recruiting employees and engaging them constantly in discussions as well as in training and development which will keep them productive, not only for the present, but for the future. After all is said and done, the conclusion is that “retention of employees, especially those I describe as high flyers is a complex issue and there is no magic wand solution unquote (Barrett 2005:1)
In the 19th Century, according to Dibble (1999), the type of employment relationship in existence was the one which hinged on loyalty and entitlement. Due to gradual changes in the world of work, it appears this type of employment relationship, even though still existing has by a large extent been taken over by what Dibble calls the new 21st Century employment relationship. . this new contract is based on an exchange. Have something that the other party wants and is willing to pay for.Herman indicates that the difference between one job and another may not be significant, but it might appear to be so, especially where the people are looking out for change in other aspects of their life. In our current situation in schools, it appears, poaching is the order of the day. Even when people may not be looking to move, they will come and dangle a carrot in front of the teachers and take them away in THE MIDDLE OF THE TERM. Why would owners and directors of schools who know the implications of such actions do that?
I am a member of an association of schools and I posted this question on our platform and I kid you not …a platform that is so vibrant with literally postings and text messages every other minute was silent for, two whole days. I had to repost my question and added the question – is there an elephant in the room before I got a call from our president and a subsequent reply on the platform chat which said in a nutshell we will have to have a code of conduct and that it is an important, though complicated issue. So having given this background, I will now attempt to answer how we can retain our staff.
Creating an Environment That Encourages Loyalty
Prioritizing Well-being and Balance: Workplaces are demanding places. That’s why in L’AINE we introduced flexible and agile working methodologies for our staff. At Legacy, we also provide mental health resources because we understand that teachers can’t pour from an empty cup. I’ve seen this strategy used in international schools as well, especially those that champion staff well-being as a part of their core mission. When staff know you care about their health and happiness, they stay loyal and committed.
- Consistent Recognition and Appreciation: Retention is built on gratitude. We should make it a point to recognize teachers for their creativity and dedication. At Legacy ”more for more” was created to reward teachers whose students exhibit academic excellence in external exams and teachers awards night during speech days are organized where we highlight achievements of teachers, no matter how small.. This simple practice of appreciation creates a culture where teachers feel valued – and they’re more likely to stay because of it.
- Personalized Career Development Paths and Mentorship: Every teacher at Legacy is unique, and we encourage them to pursue what they’re passionate about. We offer continuous training and assign mentors who help our new teachers navigate their roles. One of our teachers started as a shy newcomer, but through our mentorship program, she’s now leading one of the most popular clubs on campus, inspiring the next generation. This focus on growth makes teachers feel invested in, and they, in turn, invest back into our school.
- Productivity: Empowering Teachers to Bring Their Best
Productivity in schools isn’t only about pushing teachers harder; it’s about empowering them to bring out their best. This means creating an environment where teachers feel empowered, engaged, and supported.
Strategies to Boost Productivity Through Empowerment
- Collaborative Goal Setting: One of the most effective strategies we use at Legacy Girls is collaborative goal-setting sessions. Teachers are part of setting school-wide goals and classroom-specific objectives that tie into the school’s mission. A teacher once told me, “This isn’t just a job to me; it’s a partnership.” She saw her classroom goals aligning with our overall mission, and this connection fueled her commitment and productivity.
- Leveraging Technology to Streamline Work: By using classroom management tools and assessment software, we’ve managed to reduce the paperwork load on our teachers. With less time spent on administrative tasks, our teachers can focus on creativity and quality teaching. Schools around the world, from Finland to Kenya, are embracing technology to improve teaching efficiency, and it’s an approach that works for us in Ghana, too.
- Continuous, Constructive Feedback Over Annual Appraisals: Regular feedback is more effective than yearly evaluations. At Legacy, we’ve adopted a culture of continuous feedback, allowing teachers to make real-time improvements and grow. One teacher shared with me that these sessions help her feel “on track” and appreciated, instead of just waiting for the end-of-year review. This real-time support makes a tangible difference in teacher engagement and performance.
- Providing Opportunities for Leadership: We encourage our teachers to take on leadership roles, even outside their classrooms. Some lead committees; others initiate student programs. These roles give them a sense of ownership over the school’s success. When teachers feel trusted with responsibilities, they rise to the occasion, contributing their best to the school community.
Closing and Key Takeaways
In closing, building a positive school culture is about bringing together people who believe in your mission, nurturing them, and creating an environment that lets them thrive. Remember these key takeaways:
- Recruit for Cultural Alignment: Attract teachers who connect with your school’s mission and values – not just the job.
- Retention is Built on Belonging: Show teachers they matter through wellness initiatives, appreciation, and mentorship.
- Empower for Productivity: Set meaningful goals, streamline administrative tasks, and give teachers autonomy and leadership.
- Transformational leadership in education also demands resilience and adaptability. As challenges arise—whether in the form of limited resources, policy changes, or resistance to innovation—leaders must remain steadfast and view these challenges as opportunities for growth. As John C. Maxwell put it, “A leader is one who knows the way, goes the way, and shows the way.”
As school leaders, we’re not just shaping academic paths; we’re building communities. When teachers are engaged and supported, our students benefit immensely. Let’s make our schools places where the best educators want to be, grow, and make an impact. Let us reflect on the legacy we wish to leave as educational leaders. Leadership is not about personal accolades but about the lives we impact and the communities we transform..
As we lead, let us commit to building cultures that reflect our highest aspirations—cultures that encourage learning, nurture potential, and create lasting change.
I encourage each of you to take the insights from this summit and apply them boldly in your schools. Lead with vision, empathy, and purpose. Empower your teachers, engage your students, and foster meaningful relationships within your school community. Together, we can create schools that are not only centers of learning but also places of inspiration and transformation.
Thank you, and I wish you a fruitful and inspiring summit.
