Dr. Tommy Schmolze, Superintendent, Rock Hill Schools

My name is Dr. Tommy Schmolze, and I’m the superintendent of schools for Rock Hill Schools District in Rock Hill, South Carolina.

We’re a district just south of Charlotte, North Carolina—that’s the major city next to us. We have between 16,000 and 17,000 students. We have three high schools, five middle schools, 14 elementary schools and some ancillary programs, like early childhood and alternative settings.

I think the biggest key to success so far has been our focus on developing every child. Our goal is not limited to a single track like college preparation; we also focus on career readiness. We aim to create leaders in our district, in every sense of the word—not just as school-aged children, but as community members post-graduation. Our foundation is built on the “Leader in Me” framework, a Franklin Covey design based on his book “The 7 Habits of Highly Effective People.”

One of our main focuses is workforce development, specifically soft skills essential in the workplace. The curriculum is crucial, but equally important are skills like persistence, overcoming obstacles, using one’s inner genius to the fullest and working well with others. For example, teamwork is a focus. Many of today’s students are strong individually, but life often requires collaboration. We aim to teach students how to use their skills to strengthen a team.

I often talk about inspiring the “magic” that happens in the classroom, acknowledging that teaching is an art form. It’s about building relationships, which are key to drawing students into the learning process.

Teachers also have to lead with courage, knowing that what they’re doing is in the best interest of every child. They are dedicated to putting in the work to stretch every child. You’re not just doing the same lesson plan you did last year; you’re recreating yourself daily because our kids deserve that.

Every adult in our organization is an educator, not just the classroom teachers. For example, bus drivers are often the first and last adults students interact with daily, which is crucial in setting a positive tone. If the kid had a bad day, the bus driver knows that, and they’re the ones to say, “Tomorrow’s going to be a better day,” or “Let’s talk with your guidance counselor.”

We emphasize the importance of all roles—custodians, cafeteria workers or receptionists—in supporting our students’ development. We believe that if we treat them well and focus on their development, that corresponds directly to what happens in the classroom. I often say I work for the teachers, custodians and every staff member, not the other way around. They’re more important than I am. Thus, everyone’s role is vital. So, it’s just about treating people well. We look at the organization as kind of upside down, and everybody’s here to support what happens in the classroom.

Rock Hill Schools was among the first to implement a one-to-one technology program, where every student is provided a computer. Innovation, for us, means staying current and preparing students for future careers, many of which don’t yet exist. For example, we’re focused on using AI as a learning tool, despite initial concerns about academic integrity. AI can be used to work smarter, not harder, as long as we approach it with the right safeguards.

Trust is essential, and building it accelerates progress. Schools should engage with the community to understand its needs and partner with community members. Different sectors have unique needs, so listening and approaching community interactions with curiosity is critical for success.

Our goal is to reach families— grandparents, aunts and uncles, caregivers, guardians— who don’t come in our hallways and sit in our classrooms. My dream is for students to hear the exact same phraseology we use in school. In other words, when a student comes home, and they’re fighting with their little brother or sister, I’m hoping the parent can say, “Hey, let’s seek first to understand before being understood,” or “Can’t we find a win-win here?” When what we are teaching in the classroom permeates into the homes, we’ve reached our mark.

That goes hand in hand with the community. If they don’t trust us or if they think we’re teaching something that they can’t buy into or believe in, they’re not going to support us. The seven habits are foundational. I don’t think there’s a single community member who would look at those seven practices and say, “I don’t think it’s important to seek win-win” or “I don’t think it’s important to sharpen the saw.” All those habits resonate, and if we can emphasize those daily, they trickle back into the family, which then trickle into the community.

We can’t do it alone. Public education benefits immensely from business support, whether financial, time or expertise. Our doors are open to that. It’s important to show not only the students but even the staff that a strong partnership is best for the future. It takes you from where you are and moves you to where you want to go.

In South Carolina, a significant portion of our funding comes from business taxes, so we must be good stewards and responsive to the workforce needs of our business community. If we are producing the workforce that helps them, then it helps us in turn. The more successful businesses are, the better off we are, so that partnership is so crucial to our success.

I’d love to see a billboard on the interstate reading, “Where Leaders Are Built.” Using the “Leader in Me” foundation, I envision Rock Hill Schools as a leader in STEAM, arts and extracurricular programs. My goals center around three “big rocks”: professional learning communities (PLCs) for data-driven decision-making, a multi-tiered system of support (MTSS) for customized learning interventions, and trusted professionalism, which acknowledges and supports educators as experts.

Those three big rocks are used throughout our district, whether you’re a student or a staff. Used with the seven habits, these best practices form a very powerful synergy to help everybody learn and grow for the betterment of the kids.

I think of time as an exponential asset when shared. I tell my team that everyone has 24 hours, and our time is equally valuable. People think being the head of the organization, one’s time is more valuable. I disagree. Our time is equal. There’s no difference between your 24 hours and my 24 hours. If we shared an hour of time, technically, it’s an hour of your time and an hour of my time. We had 2 hours if you think about that collectively. We had 2 hours in 1 hour of time. So, if we use time right, it’s exponential. We get more bang for the buck if you look at it that way of sharing time.

Also, as a district, we are the first in South Carolina to fully implement the “Leader in Me” framework across all schools, ensuring continuity from elementary through high school, which I hope will positively impact the community and local businesses.