Leading Without the Title

During my whole life, I’ve been what people often call a silent leader. I never considered myself a leader, because the image I grew up with was of outspoken, loud, and sometimes aggressive leaders. I didn’t see myself in that role.

However, I have always been a leader, a quiet one. One who doesn’t hold the title or receive public acknowledgment. Being part of minority groups, whether as a young woman in a male-dominated industry, or as a migrant from a non-English speaking background who looked different from most, I naturally found ways to lead. I lead by following my values, by listening, and by supporting others.

Here are a few examples of how I show leadership without the formal title:

1. Speaking up when underestimated

A few years ago, during my annual performance review, an executive manager who had not worked closely with me was present. Toward the end of the meeting, my direct manager asked if anyone wanted to add something. Without hesitation, the executive manager said I should “show more initiative and become more of a leader.” His tone was slightly defiant, and I believe he had underestimated my potential and skills.

In that moment, I calmly listed the many projects and systems I had led and improved: Cybersecurity, Risk Management, Incident Response, and more. He was almost speechless, admitting that he hadn’t realised all of those initiatives had been led by me. It was a reminder that true leadership often goes unnoticed until someone chooses to voice it.

2. Leading change with empathy

I once had the opportunity to improve and implement changes in an organisation’s risk management process. Risk management comes naturally to me, but I know that for others it can feel intimidating or overwhelming. To help, I worked alongside people as they navigated the changes. I made myself available to answer questions, reassure them when mistakes happened, and adapt the process to meet different needs, especially for neurodiverse colleagues or those less confident with technical systems.

I didn’t just create a rigid process; I built one with flexibility, grounded in listening and incorporating feedback. This made the system stronger because people felt ownership of it, rather than resistance toward it.

3. Developing others’ confidence

One of the junior admin team members often doubted their skills and didn’t believe they could ever be a leader. I started coaching them, little by little, to believe in themselves. When a project opportunity arose, I nominated them to take the lead, knowing it would be a great chance for them to showcase their abilities. Afterward, I guided them step by step, encouraged them to take risks, and reminded them that I was their “safety net” if things went wrong.

They did an outstanding job. They leveraged their skills, earned the trust of the team, and proved to themselves what I already knew, they had leadership qualities. The whole team was proud to watch them succeed.

True leadership is not our job titles

That’s the kind of leader I am. I don’t need praise or global recognition. What matters to me is being trusted to do the job I was hired to do, and being acknowledged fairly when my contributions are evaluated.

In all my roles, both professional and personal, I lead by example. I coach and support those around me, not by telling them what to do, but by truly listening to what they need and showing, through my actions, the different paths available.

For me, leadership is not about authority it’s about creating space for others to grow, staying grounded in my values, and leading with empathy, trust, and integrity. Because in the end, the measure of leadership isn’t how loudly you speak, but how deeply your actions resonate with others.