Taking Out the Trash

In this newsletter, I highlight the value of leaders stepping in on occasion to help the team with ground-level tasks, including when this principle applies and when it doesn’t:

1. Small acts of leadership have an outsized impact on developing trust.
2. Working at the ground level with positive intent breaks down perceived barriers and creates an understanding of challenges.
3. Leaders must ensure that their involvement doesn't undermine team ownership, disrupt workflows, or become micromanagement.

Small acts of leadership often leave a lasting impression, especially when a leader is willing to step in and do the hard things with the team.

Years ago, I witnessed one of these moments firsthand after a company Thanksgiving potluck. As the team left the kitchen area, our CEO stayed behind with administrative staff to clean up after the gathering and take out the trash.

At the time, my thoughts as a first-time manager were that of surprise and curiosity. That wasn’t something he had to do, but something he chose to do.

As I paid closer attention, I noticed a pattern in his actions. Whenever the need arose, he willingly joined the team to tackle tasks outside his job description.

“Taking out the trash” represents a more significant leadership principle:

No task is beneath leaders genuinely committed to their team and organization.

Building Trust Through Action

Great leaders know that hard work and getting to the ground level build relationships and set an example for the rest of the leadership team.

It demonstrates that no job is beneath us and allows us to connect with the team in their environment, observe how they interact, and learn about their challenges and issues.

Most importantly, occasionally stepping in with the team builds trust and respect. The more we treat our team with respect, the more our team will respect us.

Breaking Down Barriers

The respect we want to earn in these situations is geared toward approachability. There’s often a perception, especially of senior leadership, that those individuals are unapproachable and have special privileges (and they usually do).

When leaders participate in basic tasks, they break down the invisible barriers that often separate management from staff, especially in larger organizations. The “us versus them” mentality that plagues many team cultures begins to dissolve.

As this becomes the norm and part of the culture principles reinforced through behavior, the team feels more comfortable approaching leadership with problems and suggestions, knowing they will truly understand their challenges.

This creates an environment of shared responsibility, where everyone contributes to the organization’s success regardless of title.

Genuine Needs

However, leaders must be thoughtful about when they participate in ground-level work. The key is to step in when there is a genuine need for support rather than creating artificial effort for visibility and the sake of doing it.

These acts of service aren’t for the cameras or social media; they’re for the team, close and intimate, where it reinforces that nothing is below us.

Aligning a team to row in the same direction means we must be in the same boat and understand the conditions—what’s going well and what’s not.

The team can spot when leaders are performing for attention rather than acting with positive intent from a mile away. Actions aligned with a leader’s values build trust over time, while contrived efforts quickly erode it.

Common Pitfalls

Leaders must also walk a fine line and know when their participation amplifies rather than hinders operations.

For instance, stepping in without fully understanding workflows can disrupt processes or unintentionally signal a lack of trust in the team. Even worse, it can become unnecessary micromanagement.

A leader who micromanages feels like someone breathing over your shoulder. It’s an overbearing and uncomfortable weight—that feeling of someone standing behind you with an energy that is anything but positive and encouraging.

When the tactical burden is occasionally shared with the team, it feels like someone is coming alongside you. This is supportive and relieves weight or pressure.

Leaders must also develop the skills to know when to step in and take tactical responsibility and when to step back and take strategic ownership, maintaining the broader perspective required to provide strategic direction and guidance.

Practical Examples

? Help the team during a crisis with high strategic implications

? Take a task over when someone is struggling and needs coaching

? Fill in temporarily when resources are limited or for a tight deadline

? Take tactical responsibility that a team member is capable of handling

? Step in to understand operational bottlenecks or systemic team issues

? Use ground-level tasks to avoid strategic-level challenges

? Occasionally participate in tasks to connect with the team and build rapport

? Help for appearances or as a visibility stunt for media purposes

Creating Lasting Impact

Organizations with great cultures have leaders who understand that decisions, actions, and behaviors matter most in the small moments.

It’s not just about understanding the dichotomy of managing tasks and delegating effectively—it’s about showing up with humility and setting the tone for the organization.

Whether meeting a tight deadline, participating in a weekend project, or even taking out the trash to be helpful, these small acts will have an outsized impact.

It sets an example that leadership isn’t about being above certain types of work—it’s about being committed to the team's success, no matter what it takes.

If we prioritize taking care of the team, they will take care of us.

“The challenge of leadership is to be strong, but not rude; be kind, but not weak; be bold, but not a bully; be thoughtful, but not lazy; be humble, but not timid; be proud, but not arrogant; have humor, but without folly.” -Jim Rohn

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