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Whilst good intentions go a long way, one needs to be very clear as to what it is you are trying to do

when working within socio-economically disadvantaged communities, or for that matter, any community.

We initially made many mistakes and, in all honesty, we were not good for the communities we worked

in. We arrived with big corporate funding and believed that if we built infrastructure and ‘fixed’ the

school environment, all would be well. 

How wrong we were… You need to engage the community, listen and then listen some more.

Demonstrate empathy, unconditional positive regard and congruence with those you work with.

Communities are dynamic, possess ability and want to direct their own lives. 

Our intention is to co-author and discover what works in helping our schools on the continent of Africa excel and be the best versions of themselves they can be. Our research and past has informed us that in order to drive wide scale social change over time, you need to empower and support the various stakeholders of a school. It starts with the most impactful stakeholder, the principal and their senior team. 

The Paladin Programme empowers senior management, that in turn, own and direct the change within the school and surrounding communities. Support these leaders and invite them into the community of practice to enhance social learning and change starts to unfold. 

We aim to develop senior management teams from all over Africa, support them, allow them to become part of the community and effect wide scale social change in the area of education.

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