Kind-hearted but firm: Inside Alida Hill's leadership philosophy
WAP CEO believes uplifting people is key to success
As the CEO of a private school, Alida Hill says her leadership philosophy centres on creating space for growth.
In the competitive world of private education, Alida Hill has distinguished herself through a leadership style rooted in faith, resilience and a relentless focus on the future.As CEO of Windhoek Afrikaanse Privaatskool (WAP), the seasoned executive upholds the importance of empowering her team and prioritises sustainable success over short-term gains.
Hill studied for a bachelor of commerce in chartered accountancy at North-West University in Potchefstroom, South Africa, where she also did a postgraduate diploma in tax. She did her articles at PricewaterhouseCoopers (PWC) and worked there for eight years before she was appointed as finance manager for Saint-Gobain, a French Fortune 500 company, where she worked until 2014.
In 2013, she took over a kindergarten in Kempton Park in Johannesburg, Mensieland Sport Kleuterskool, which she subsequently expanded into a primary school, high school tutor centre and aftercare centre.
She also developed a financial literacy and entrepreneurship programme called FuturePreneurs and launched another business, Class out of a Box, which offers milestone-driven classes to young female entrepreneurs in the early childhood development sector.
In 2021, after selling her education enterprise, she returned from South Africa to her country of birth, Namibia. She first served as the principal of Gobabis Gymnasium Private School before being appointed CEO of WAP in 2024.
When asked what qualities are needed to succeed in such a demanding role, she said: “I’m a problem solver and very solution driven. I also teach my staff to come up with suggestions when they bring problems.”
Handling setbacks, she said, is much like playing a good round of golf, one of her favourite pastimes.
“In golf, every tee is a new start. You can’t let one bad hole influence the rest of your game. After every setback, I refocus and start again.”
This ability to reset and move forward has been crucial in her leadership roles, especially in an industry where change is constant.
Room to grow strong
When asked whether she would choose short-term profitability or long-term sustainability, Hill’s response is immediate and firm: “I think the answer is obvious. In education, we are creating the future. Long-term. Next question?”
The toughest decision in her career involved calling out inefficiencies within a related organisation. It was a move that tested her resilience. “I learned that doing the right thing doesn’t always make you popular,” Hill reflected. Yet, she remains steadfast in her commitment to integrity and faith over convenience.
Describing herself, Hill chooses words that blend strength with compassion: “Kind-hearted, but firm. Result-driven. Mostly positive.” It is this balance that has enabled her to navigate the challenges of leadership while remaining true to herself.
As CEO, she explained her leadership philosophy as a way to let her employees grow as they work.
“If you buy a dog, don’t stand in the driveway barking,” she says. “If you appoint people to do a job, let them do it, grow in it and get better. Don’t be a control freak and tell them how to do what you appointed them to do.” For Hill, effective succession planning in education hinges on this philosophy of trust and development.
However, beyond the boardroom and business travels, Hill is simply “a mother of two, family person, faith, fun, games, and laughter”.
This personal grounding serves as a reminder that great leadership is not just about strategy – it is about heart.