The hidden edge: What volunteering taught me about leadership
Senior executives are constantly navigating complex decisions, inspiring teams, driving results, and carrying the weight of corporate leadership. We are conditioned to lead — to solve, to direct, to deliver. But in this relentless drive to lead, we often forget the power of simply following.
Over the years, one of the most transformative experiences in my professional development didn’t come from a boardroom, a leadership program, or a keynote at a summit. It came from volunteering. And more specifically, from being the manager of a number of high-performance rugby teams.
At first glance, the role seemed simple: logistics, admin, support. Not exactly the stuff of strategic leadership. But there, on the sidelines, filling water bottles, washing jerseys, preparing paper work, and coordinating team meals, I rediscovered a truth that too many senior professionals lose touch with — the power of service, and the dignity of the roles that go unnoticed.
These menial, often thankless tasks, were crucial to the team’s success. And in doing them, I was reminded of how often in our organisations we overlook the people who create the conditions for performance — the unsung operators, coordinators, assistants, and enablers. This experience fundamentally shifted the way I lead. I no longer see these roles as peripheral. I see them as the bedrock of any high-performing culture.
More importantly, stepping out of a leadership identity — even temporarily — gave me the space to remember who I am without the title. Not the CEO, not the CFO, not the strategist or the fixer — just a person in service of something greater than themselves. That humility is grounding. It makes you more empathetic, more observant, and more connected. And paradoxically, it makes you a better leader when you return to your day job.
Why every leader should learn to follow
In senior roles, we’re often at risk of becoming insulated — shielded by our status, buffered from frontline realities, and conditioned to expect recognition. Volunteering challenges that. It strips away hierarchy and puts you shoulder to shoulder with others, often doing work where appreciation is minimal and outcomes aren’t tied to KPIs or bonuses.
Learning to be a good follower again reminds us how leadership feels from the other side. It reconnects us with patience, resilience, and the quiet discipline of contributing without fanfare. It also helps us appreciate the emotional experience of those in our organisations who live in that space every day.
The professional ROI of volunteering
Of course, volunteering has tangible professional benefits as well. Here are just a few:
Expanding your capability set
Volunteering introduces you to new contexts, new problems, and new ways of working. You may be leading without formal authority, solving problems with limited resources, or managing conflict in unfamiliar environments — all of which stretch your adaptability and creativity.
Reinforcing human-centred leadership
It’s easy to forget, especially in corporate environments, that leadership is about people, not just performance. Volunteering forces you to lead with empathy, clarity, and purpose — traits that resonate with modern workforces and boards alike.
Widening and deepening your network
When you serve alongside others — particularly outside your immediate professional sphere — you form more authentic relationships. Volunteering exposes you to leaders from different sectors and backgrounds, enriching your thinking and expanding your opportunities.
Sharpening strategic awareness
Working with nonprofits or high-performance community teams gives you insight into how others execute strategy under constraints. These insights can inform leaner, more effective approaches in your own organisation.
Enhancing reputation and personal brand
Demonstrating commitment beyond commercial outcomes positions you as a values-driven leader. It’s the kind of credibility that can’t be bought — only earned through action.
A challenge to my peers
If you’re reading this and holding a leadership title, I offer this simple challenge: Put yourself in a position where you are not the leader. Be a team player. Be an assistant. Be a quiet enabler. Do the jobs that don’t come with applause.
Not only will you be reminded of what real teamwork feels like, you’ll return to your executive role with sharper insight, deeper humility, and renewed clarity about what truly drives performance: people, purpose, and shared effort.
Final thoughts
Volunteering isn’t just about giving back — it’s about coming back better. Better informed, better connected, and better equipped to lead with heart. So if you’ve been meaning to get involved — do it. Not for the title, not for the recognition, but for the reminder of what great leadership really looks like: service.
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