Joy Is the Measure: Why Kindness Belongs in Strategy

We talk a lot about standards, outcomes, metrics. But what about joy? And kindness? And belonging?

After a whirlwind season of inspections, airports, suitcases and school gates, I’ve found myself reflecting not just on what was achieved—but how it was achieved.

What I’m most proud of this season isn’t a checklist or a result. It’s my stamina. My ability to land, listen, and show up for every school and every team, no matter how many time zones or classrooms I’ve moved through.

And what I keep learning—over and over—is that the most exceptional schools aren’t perfect. They’re kind. Clear. Self-aware. They protect their people, and they stay focused on what really matters: the experience of children.

I’ve seen leadership that’s sharp but human. Teachers who are tired but still laughing in the corridors. Students who speak with confidence because they know their voices are valued.

That doesn’t happen by chance. It happens because someone, somewhere, decided to make kindness part of the strategic plan.

It’s not soft. It’s sustainable. It creates space for feedback, growth, and professional trust.

It allows the hard work to feel worth it.

As schools look toward 2025/26, I’d love to see more conversations about how we work , not just what we produce. Because when staff feel held, when leadership is human, and when the system flexes instead of breaks, schools become places of joy—not just achievement.

And that joy is a form of cultural capital too.

💡 Reflective questions:

For school leaders:
Is kindness a visible part of your leadership culture—and does it show up when it matters most?

For teachers and teams:
What brings you joy in your practice—and how can you protect that?

For parents and governors:
How do you measure the health of a school—and what place does kindness hold?

🧠 This post is part of the “Lessons from the Field” series by Beautiful Brain—real-world reflections on inclusion, intelligence and impact in international education.