Hungry Hippos and How to Avoid Them

From Safaris to Staffrooms: Lessons from the HiPPO

The other weekend, we took our last safari here in Zambia as we prepare to move to India for the new school year. Zambia has been a special place for us in many ways, but nowhere more so than the Lower Zambezi National Park—our first and now our last safari were spent there with friends. 

Trundling along in our beloved, slightly battered Landcruiser along the banks of the Zambezi, looking out at the many pods of hippos lounging in the water, I found myself thinking about another kind of hippo—one I first encountered during my engineering career. The HiPPO effect, short for the Highest Paid Person’s Opinion, is the tendency in workplaces for the most senior voice to carry the most weight, often overriding data, diverse perspectives, or frontline experience.

And while the term may have originated in corporate boardrooms, it’s not hard to see how it shows up in schools, too—especially when leadership teams become echo chambers, surrounded by people who say yes more than they ask “why?”

Why This Matters in Schools

In international schools, decisions shape more than just programs and policies—they affect people’s lives, learning environments, and workplace cultures, and ultimately, students.

It’s entirely appropriate—and often necessary—for leaders to make those decisions. But what matters just as much as what is decided is how those decisions are made and communicated.

When the rationale behind decisions is unclear, it can lead to confusion, frustration, or mistrust—even when the decision itself is sound. Transparent processes that invite clarity, share context, and acknowledge impact help build trust and alignment across the whole school community.

And that’s where the Ethical Employer Scheme comes in.

Moving Beyond the HiPPO

One of the key goals of the Ethical Employer framework is to help schools build systems that actively prevent the HiPPO effect from becoming the norm. Through a structured process, schools work through areas like:

• Leadership accountability – are the processes around decision making clear?
  

• Respectful challenge – Are differing perspectives encouraged—or quietly avoided?
  

• Fair advancement – Are opportunities open, or shaped by who you know?

Our goal  is to offer a framework that helps schools walk the talk—to go beyond laminated values on the wall and embed those values in daily culture and practice.

Culture is a System, Not a Slogan

International schools face unique challenges—high staff turnover, constant change, and communities made up of people from all over the world. In this context, trust can’t be assumed. It has to be built, actively and intentionally.

Creating a space where people feel safe to speak up doesn’t just benefit staff—it models something powerful for students too. That leadership isn't about status or volume, but about listening, learning, and growing. That trust is built not by avoiding conflict, but by handling it well.

Looking Ahead

As we pack up and prepare for our next chapter in Mumbai, I carry with me not just fond memories, but lessons—some joyful, others hard-earned.

One of the most valuable is this: schools thrive when leadership is clear and trusted—not because every voice makes every decision, but because people understand how and why decisions are made.

When processes are transparent and space is made for dialogue, it strengthens not just outcomes, but the culture around them. Because in healthy schools, leadership doesn’t overshadow others—it brings them along.

https://leadershiphq.com.au/does-the-hippo-carry-the-most-weight/