Leadership, Culture, and Creativity

As a sophomore, I sought growth in my independence by stepping into smaller but meaningful opportunities, such as representing Student Council and serving as a member—and later the chaplain—of Junior Civitans. These roles challenged me to speak with confidence, represent my peers thoughtfully, and take initiative without being prompted.

Entering my junior year as an upperclassman, I realized that younger students now looked to me the same way I had looked to older students when the school first opened. One of the biggest challenges I faced was helping shape a positive school culture in an environment that was still being built. Without established traditions or expectations, leadership required setting an example rather than following one. I worked to model responsibility, inclusivity, and commitment, helping create a culture where students felt encouraged to get involved and lead.

This challenge pushed me to pursue higher levels of leadership, leading to my roles as Student Council Clerk and Junior Civitans Secretary. Through these positions, I contributed to building structure, continuity, and a strong sense of community—helping shape the foundation of Salisbury Academy Upper School’s culture.

Observing Experienced Leaders

I conducted interviews with leaders in my local community to deepen my understanding of leadership, reflecting on each conversation in my leadership blog. Through these discussions, I noticed a powerful common thread: despite their different roles, the leaders shared remarkably similar values.

They emphasized the importance of creating a safe environment where others feel comfortable speaking up and confident enough to contribute. This sense of safety must be reinforced continuously through intentional cues that communicate belonging. They also highlighted the need for strong, consistent communication and a deep understanding of one’s followers—their strengths as well as their weaknesses—so they can be supported effectively. This might mean pairing individuals with others who challenge them, encourage growth, or ensure the task at hand is completed successfully.

The most impactful advice I received centered on the idea that psychological safety must be actively maintained. The leaders explained that safety is built through constant reinforcement and can be quickly damaged if a leader fails to follow through, loses composure, or breaks trust. Even a single lapse can weaken the sense of belonging people feel toward a leader and the values they represent.

I also studied The Culture Code by Daniel Coyle

Culture is Key

One story that particularly resonated with me was the Christmas Truce, as it symbolized the ability to find joy and humanity even in moments of despair. The story was deeply moving and reinforced my belief that difficult circumstances do not have to define an experience when someone is willing—and brave enough—to rise above the moment and initiate something positive. To me, that willingness to lead in uncertainty reflects true leadership.

I have encountered similar moments in my own life where I stepped forward to transform an uncomfortable or unproductive situation into something constructive. Doing so required leaving my comfort zone and proposing ideas that others hesitated to share out of fear of rejection or because they felt those ideas were not “by the book.” In one group assignment, I voiced my thoughts when the rest of the group remained quiet and unsure. By speaking first, I helped establish a sense of safety. I then invited others to share their perspectives, which encouraged participation and allowed everyone to contribute openly.

These experiences have shaped my leadership approach. I intentionally aim to be the person who breaks the ice, speaks up when others feel hesitant, and creates an environment rooted in trust and psychological safety. I reinforce belonging through eye contact, open body language, and inclusive communication, ensuring that everyone feels seen and valued. As one quote from the book states, “All sorts of beneficial things play out from those first interactions.” This idea continues to guide me, reminding me that when people feel comfortable and included, both individual experiences and group outcomes improve.