Teamwork and Leadership
I’ve never been the kind of person who chases leadership titles. Most of the time, I’ve found myself in leadership roles not because I asked for them, but because I saw something that needed doing, or someone who needed support, so I stepped up to the plate. Over the years, I’ve learned that leadership isn’t about being the loudest or most senior person in the room. Leadership is about trust, communication, follow-through, and knowing when to guide and when to listen.
One of the most humbling and impactful experiences I’ve had around teamwork and leadership came from my time as a volunteer firefighter. I was strong when it came to written tests and understanding protocols — I could follow instructions to the letter and grasp the technical “why” behind the methods we were being taught. But physically, I struggled to keep up with some of the others on my crew, especially during drills in full gear. It was hard not to feel like I was falling behind, but what stood out in that environment was how we supported each other through our weak spots instead of being left to sink or swim.
There was a guy on my crew named Josh who had the opposite problem — physical strength came naturally to him, but he found the written tests and technical concepts frustrating. I started working with him one-on-one, helping him break down the theory behind the tasks and walking him through how to approach the material. At the same time, another crew member, William, stepped up to support me. He met me at the fire hall at 4 a.m., four days a week, just to help me build up my endurance. I’d be out there in full gear before a full day’s work, pushing through the physical side of the job, with his steady encouragement keeping me going.
That experience stuck with me because it taught me what real teamwork looks like. It’s not just about doing your part — it’s about recognizing where others need support and offering what you can, while being willing to receive help without shame. It also showed me that leadership can happen outside formal roles; William never held a leadership title, but the way he showed up for me shaped how I approach mentoring and team dynamics to this day. Since then, I’ve tried to bring that same mindset into my other roles—whether I’m supporting a co-worker, training staff, or creating space for people to grow, I lead with the belief that everyone brings strengths to the table, and good teams are built when we balance each other out.
When Melanie joined our department, she had no background in government work — in fact, she didn’t even realize that municipal jobs were part of a level of government. That meant I wasn’t just teaching her a job; I was introducing her to a whole new system: how cities function, how departments connect, and how seemingly small tasks fit into larger public processes. I approached her onboarding with intention. First, I focused on the basics — showing her the workflows, documents, and tools I had developed from scratch — but I quickly realized that if I wanted her to succeed, I had to go beyond task training.
I observed how she worked and gave consistent, constructive feedback. When I noticed patterns in where she got stuck — especially in areas that required reading between the lines or anticipating what a permit applicant might need — I’d help her reframe the problem so she could find the answer herself. For example, one day she was visibly frustrated over a confusing zoning request. Instead of stepping in with the solution, I walked her through how to isolate key details in the bylaw, then asked guiding questions that brought her back to her own reasoning. That moment shifted something. She didn’t just get the answer — she got her confidence back.
Over time, I saw her grow more independent. When her probation review came up, I participated in the evaluation process and provided insight to management — because I was the only one who had trained her day-to-day and knew the scope of her development. By then, she had gone from unsure and overwhelmed to capable and steady. What I learned through that process was that leadership through teaching isn’t about control or handholding — it’s about creating the right conditions for someone to rise. My role was to hold space, ask the right questions, and step back at the right moments so she could build her own capacity. That’s a mentoring style I’ve continued to use with other casuals, coworkers, and even in how I raised my daughter — building people up by helping them find their own footing.
A few years ago, a friend and I started the Port Alberni LGBTQ+ Meetups Facebook group because we wanted more ways for queer folks in our area to connect in person — not just online. I’ve been the main admin ever since, organizing events, posting updates, answering questions, and making sure it remains a welcoming space for everyone. I’ve planned all kinds of gatherings to reach different people — BBQs, potlucks, games nights, hikes, dances, even nerf battles for families with kids — all with the goal of helping people feel like they belong.
One of the biggest challenges I faced in that role came during the federal election. Political posts started flooding in — some of them angry, some deeply divisive — and it quickly threatened the tone of the group. I didn’t want to shut people down, but I also knew that if the space stopped feeling safe and inclusive, it would stop working for the very people we were trying to bring together. I consulted with my co-admin first, then drafted a clear, respectful post explaining a new “no political content” policy. I outlined why we were implementing it and made sure the message struck the right tone: firm but kind, and focused on the original purpose of the group. I then removed all political posts to reset the tone.
That moment taught me a lot about my own leadership values — especially the importance of setting boundaries, communicating with care, and leaning on teammates when a decision affects the wider group. I’ve learned that I lead best when I’m able to listen first, take a step back, and then step forward with clarity and confidence. Leading an online community might not look like traditional leadership, but it’s sharpened my ability to bring people together, navigate conflict, and protect the kind of spaces I believe are worth building.
As a co-organizer for the first Pride Parade in Nanaimo, I took the lead on volunteer coordination, event layout, and liaising with the City about road closures. It was a big undertaking that involved a mix of logistical planning and relationship management. One of the most important leadership lessons I learned during this time was the value of strategic delegation. I realized early on that I couldn’t do everything myself — and more importantly, that I didn’t need to. Instead of stretching myself too thin trying to chase sponsorships, I hired a marketing coordinator to approach local businesses. That decision paid off. We ended up securing over $20,000 in support — more than we’d seen in the previous five years combined. It taught me that good leadership isn’t about doing it all — it’s about knowing when to bring in the right people and trusting them to deliver.
Internally, the planning wasn’t always smooth. Our committee included people with very strong personalities and opposing ideas about what the parade should look like. One member in particular tended to dominate conversations and push others away. I found myself in the role of peacekeeper — facilitating meetings in a way that allowed everyone to speak without shutting each other down. I leaned heavily on my ability to listen, reframe heated comments, and help people step back and see where others were coming from. That wasn’t easy, especially with tensions running high and people threatening to walk away. But by staying calm and focused on the shared goal, I was able to hold the group together and keep the project moving forward.
That experience shaped how I handle group dynamics to this day. It showed me that leadership isn’t just about organizing—it’s about protecting the energy and connection within a team. I’ve since applied those same skills while running the LGBTQ+ Meetup Facebook group: finding ways to maintain respectful dialogue, respond early to conflict, and make space for different perspectives without letting the space fall into chaos. The Pride planning taught me that keeping people united requires patience, emotional steadiness, and the willingness to step into uncomfortable conversations without avoiding them — something I now see as core to my leadership style.
Whether I’ve been in an emergency, a workplace, a volunteer role, or a creative setting, I’ve found ways to lead and to be a supportive teammate. I’ve learned when to step up, when to share the spotlight, and when to get out of the way so someone else can grow. I’ve learned that leadership is less about directing and more about lifting people up, and that strong teams are built when people feel trusted, heard, and valued.
Evidence supporting Teamwork and Leadership
2.1 Internal instruction guide created for casual staff
2.2 Reference letter from casual City of Port Alberni employee, Melanie Croteau