“We make a living by what we get, but we make a life by what we give.” – Winston Churchill
At some point, people around me started checking in, asking if I was okay because I seemed to have so much on my plate.
I realized these questions weren’t just about the amount of work I was handling. It was also about how I might appear—like I was carrying the weight alone.
The Breaking Point
A few days ago, during a conversation with my mentor, I found myself in tears. It wasn’t about having more responsibilities than others. What frustrated me was the lack of follow-up after I finished the work. No feedback, no acknowledgment, just moving on to the next thing.
Then, I came across a random video on YouTube, and something in it struck me:
“You don’t avoid doing the wrong thing because others are watching. You do it because you know what’s right.”
That idea stuck with me. The same applies to work. When I take on more responsibility or push myself to grow, it shouldn’t matter if others see it. What matters is that I need to recognize my own growth, acknowledge my strengths, and be aware of the areas where I still need to improve.
A New Approach to Leadership
With this realization, I started to see responsibility differently—not just as a burden but as an opportunity to help others grow. I kept envisioning myself as a giver—someone who fosters their own growth while empowering others.
At an upcoming leadership meeting, I made a suggestion:
Instead of all of us taking on every task together, why not let each person own the areas they’re strongest in? And for tasks we’re less confident in, we can learn from those who excel in that task and do a final check-in, so we can learn from each other.
For example, I’ve always been confident in setting vision, defining purpose, and creating strategic plans. So I wanted to show this process to my peer manager, Jamie. In return, I wanted to learn from Jamie’s structured, numbers-driven approach to follow-ups.
Seeing Growth in Action
A few weeks later, I checked in with Jamie. I asked how she felt about this new approach and what impact it had on her.
Jamie told me that before, leading discussions around vision and strategy felt overwhelming. But after seeing how I structured my thoughts and using the format I introduced, she was able to apply the same method with the rest of the team in various occasions. More importantly, she felt she gained a new skill.
Later, Jamie received recognition from the senior manager for this particular action, and I realized I had played a part in unlocking her potential.
The Bigger Lesson
This experience reinforced something important: Even when responsibilities are shared, it is crucial to define individual strengths, allow each person to leverage their capabilities, and encourage learning from one another—ultimately leading to collective success and team growth.
I’ve come to understand that when more work comes my way, it’s not just a sign of increasing responsibilities—it’s proof that I am growing while also contributing to the achievements of others.
And perhaps more importantly, it’s a reminder that I have the ability to help others grow, too.
So now, when my workload piles up, I take a moment to look around and ask myself:
“Who can I help grow?”
SELF-MADE LEADERSHIP 