Week three brought me into direct contact with the public and with the children we serve. I joined a city-wide flag-selling fundraising event— standing on busy streets, explaining our mission to passers-by, and encouraging them to support the cause. On other days, I assisted in data collection sessions with hearing-impaired children, helping to conduct activities and record observations. Each interaction—whether with a donor, a parent, or a child—was a chance to represent the organisation and its values.

This was the week I most clearly understood leadership as service. Fundraising in public spaces requires humility; it’s a test of patience and resilience in the face of rejection, but it’s also an opportunity to connect with strangers in moments of generosity. Working with children during data collection reinforced the importance of respect and care, especially when engaging with vulnerable groups. I made sure to explain processes in a way that was understandable, and I sought consent at every stage. Ethical leadership here meant prioritising dignity over efficiency, even if it slowed down the work.