From “I” to “We”: Redefining leadership through trust
Somewhere between decades of experience and a single mentorship conversation, the word "I" became "We" — and everything about how I led changed.
I am Fernanda, 53, Brazilian and Chilean, and after decades of professional experience, I believed I understood leadership. I believed it meant carrying responsibility well and delivering results consistently. What I did not fully appreciate was how much stronger leadership becomes when it shifts from “I” to “We.”
Through my mentorship with Margaret, that shift became clear. Margaret challenged me to examine how I was showing up — not only in what I delivered, but in how I brought others along. She modelled a form of leadership that was both strategic and grounded, and she consistently reinforced the importance of coordination, shared ownership, and clarity of purpose.
The principle I internalised most deeply was simple: replace “I” with “We.”
In later years, this became central when I moved on to lead a team of 10 professionals across seven countries in Latin America. I was responsible for project delivery, but I also focussed equally on cohesion. Instead of positioning myself at the centre, I prioritised unity and belonging. I ensured that each team member understood not only their task, but the shared purpose behind it. The result was not only successful programme implementation, but a culture rooted in solidarity and trust.
In mentoring me, Margaret always emphasised the importance of preparation beyond logistics. Planning, she would say, is not simply about timelines or workplans. It is about building team capacity, aligning on key messages, and ensuring a unified voice grounded in human rights principles.
With that guidance, I became more deliberate with my team. I paid closer attention to how we communicated, how we engaged local contexts, and how we honoured the diversity within our team. By recognising and leveraging those differences, I ensured our projects remained ethically grounded and culturally sensitive.
The impact was tangible. We executed complex initiatives across multiple countries with clarity and coherence. More importantly, the team felt connected and purposeful. Margaret’s mentorship ensured that I became more intentional in my leadership. More strategic in planning. More empathetic in execution. More anchored in values. I learned that collaboration is a discipline and that leading with purpose requires preparation, humility, and coordination.
Margaret’s mentorship reinforced that leadership is both strategic and human — and that when “We” replaces “I,” impact becomes stronger and more sustainable.