For the past two years, I’ve spent every Sunday volunteering on a family farm. The farmer had lost many of her laborers, and the business – built over decades – was under real strain. Farming is far outside my area of expertise, but I felt strongly that it was important to help. If giving up one day a week meant helping preserve a family business, then it was worth it.

What I didn’t expect was how rewarding the experience would become. Stepping outside of my professional world, I discovered the value of simply showing up for someone else. Over time, I learned new skills, gained a deeper appreciation for the work, and developed a meaningful friendship with the farmer. And in those conversations out in the fields, I found lessons about leadership that apply far beyond farming.

One Sunday, she brought up the challenges of people management. She explained how difficult it can be when a new manager steps in. Some, eager to prove themselves, lean heavily on authority, which can feel intimidating. Others hesitate to give direction, unsure of how to lead. Meanwhile, employees may not know how to relate to this new figure and often hold back their concerns or ideas.

Her observations stayed with me because they sounded so familiar. These are not just farming issues — they are workplace issues, the kinds of dynamics I’ve seen play out in healthcare agencies, nonprofits, and corporate organizations. Whenever there is a shift in leadership, there is a fragile period where trust has not yet been built, and the tone set by the manager can determine whether the team thrives or struggles.

What struck me most was how universal her insight was. Leadership, whether in a hot house, a field, or a boardroom, is less about titles and more about relationships. Too much authority can close people off, while too little direction leaves them adrift. Somewhere in the middle lies the balance of clarity and empathy, where leaders can set expectations but also invite employees to speak, contribute, and be heard.

That conversation made me reflect on my own approach. How do I come across when stepping into a new role or working with a new team? Do I provide enough clarity while also leaving room for dialogue? Do I encourage others to speak openly, or do I unintentionally make it harder for them to share? These questions are worth asking, because the way we show up – as leaders or as employees – directly shapes the culture and the outcomes of the organizations we serve.

Volunteering on the farm has been a gift in many ways, but perhaps the greatest gift has been perspective. Sometimes leadership lessons don’t come from formal training or strategy sessions. Sometimes they come when you least expect them — in my case, from a Sunday conversation on a farm.

It’s a reminder that at the heart of leadership is not authority, but connection.

So I’ll end with the same question I’ve been asking myself: What kind of manager or employee are you, and how does that impact the success of your team?