My leadership approach

I have always been drawn to leadership, not because I need things my way or the highway, but because I naturally find myself asking: What needs to happen next?

Even in school, I noticed this pattern. In group projects, I was often the person who stepped forward to create structure, organize ideas, and build momentum. I even chose leadership as an elective for two consecutive years. One exercise from that class has stayed with me. I wondered what would happen if I did not speak up and waited for someone else to initiate. Five minutes passed, and my group sat quietly. Eventually, I realized I was done waiting for someone else. I was the person ready to begin.

That moment helped me recognize some of the qualities I naturally bring to leadership: initiative, curiosity, empathy, and decisiveness.

I love the beginning stages of a project, when an idea is still taking shape and a team starts building something together. I enjoy creating energy around a shared vision and helping people see what is possible. At the same time, I believe leadership is not just about seeing the big picture. It is about understanding the details required to bring that vision to life.

One of my strengths as a leader is balancing both perspectives. I can zoom out to understand the broader goals of an organization while also zooming in to identify the specific steps, resources, and support needed to move forward. This allows me to delegate effectively, not by simply assigning tasks, but by understanding the strengths of each person on my team, recognizing capacity, and creating opportunities for people to do their best work. In those moments, I see myself as a conductor, and my team as the orchestra.

At the core of my leadership style is a belief in creating win-win outcomes. I value relationships, seek to understand different perspectives, and approach challenges with empathy. I believe the strongest teams are built when people feel trusted, supported, and connected to the purpose behind their work.

However, leadership is not something someone simply has. It is something they continuously develop. One lesson that has stayed with me from The 21 Irrefutable Laws of Leadership is that every leader has strengths they naturally lean into, but it is imperative to lean into the other areas where they can grow. The best leaders remain curious about themselves, seek feedback, and actively work to become better. Leadership is a lifelong practice.