Leadership development is often viewed through the lens of professional achievement. As a result, organisations tend to invest heavily in structured learning that builds technical capability, strategic thinking and operational expertise.
While these areas are key to leadership effectiveness, Warren Rushbrook, Chief Executive Officer for Gerard Daniels, has witnessed some of the most valuable leadership lessons emerge outside of formal development frameworks. “Engaging in meaningful experiences outside of work can build many of the qualities that define leadership in its most human form – shaping how we relate to others, communicate under pressure, navigate adversity and contribute to organisational culture,” he says.
For Warren, one of the most influential experiences has been volunteering with Feel the Magic – a specialised support program for children and teenagers experiencing grief.
“Over the past decade, I’ve enjoyed profound personal and professional growth through my involvement in this program,” he says. “Sitting with someone in crisis and walking alongside them is a powerful reminder of what really matters, in life and at work. Stepping away from the corporate environment and the status that comes with senior roles also pushes you beyond your comfort zone, to a place where real growth often begins.”
Drawing on these and other experiences, Warren reflects on the unique role that passion projects can play in shaping both people and leadership capability.
The value of learning beyond the workplace
As leadership expectations evolve, organisations are placing greater emphasis on individuals who can combine commercial acumen with emotional intelligence, authenticity and purpose.
“While formal development programs are critical for building professional capability, they aren’t always the most effective way to cultivate interpersonal qualities,” Warren explains. “Volunteering, mentoring and community involvement can shape people in ways that traditional professional development cannot fully replicate, influencing how we communicate, support others, navigate challenges and lead teams.”
Meaningful experiences outside of work can also expose leaders to situations that challenge assumptions and broaden perspective. “These activities strengthen humility, empathy, resilience and patience – qualities that further influence how leaders engage teams, build trust and foster a positive culture,” says Warren. “They also encourage leaders to listen more deeply, understand different lived experiences and be present in their interactions with others.”
Moving beyond professional identity
In many organisations, leadership identity is closely linked to expertise, achievement and professional status, but community-based environments tend to operate quite differently. Having meaningful experiences outside work reminds leaders that influence is not built solely through authority or expertise, but through trust, authenticity and human connection.
“The corporate world is inherently hierarchical, but outside this environment people don’t care about your title or achievements. They care about whether you can form a genuine connection – a realisation that leads to powerful shift in perspective for senior leaders,” says Warren.
“When you put professional identity aside you are forced to interact with people on a human level, which means drawing on patience, empathy and compassion – qualities with far more influence than technical or commercial expertise.”
Growth beyond the comfort zone
Some of the most impactful and sustainable growth occurs when people step into situations that challenge their worldview. Volunteering has provided Warren with countless opportunities to do just that.
“Spending time in the company of people with lived experiences that are deeply challenging and different from my own can be confronting, but I’ve also found this to be incredibly grounding and rewarding,” he says. “The honesty that people bring to these conversations broadens my thinking, reminds me of what’s important and fuels my ability to lead through complexity and change. It has also challenged my assumptions and influenced how I communicate, make decisions and show up as a leader.”
Shaping future leadership and culture
As organisations seek leaders capable of balancing commercial outcomes with people leadership and cultural stewardship, the qualities often developed through passion projects become increasingly valuable.
“Professional achievement matters, but it’s only part of the picture,” says Warren. “Attributes such as humility, empathy, resilience and authenticity are no longer considered soft skills, but fundamental to leadership effectiveness.”
For executive search, this shift highlights the importance of looking beyond career achievements, because leadership capability is not solely built by what happens within the workplace. It is also shaped by experiences that expand our perspective, deepen empathy and strengthen human connections – much of which occurs outside of formal leadership development pathways.
“Volunteering, community involvement and passion projects can reveal a lot about how people engage with others, respond to adversity and contribute to culture when status is taken out of the equation,” says Warren. “Instead of viewing passion projects as distractions from professional development, we should elevate these experiences for providing some of the most valuable leadership lessons of all.”
To appoint senior leaders with the capability, perspective and cultural alignment to grow your organisation, connect with Warren or reach out to your local Gerard Daniels team.
