The Quiet Power of Giving: What I Learned from it

The Humble Origins of “Joy of Giving”

It didn’t start with a big strategy meeting or a lofty vision statement.

It began with a simple conversation.

One afternoon, during a regular HR catch-up, our HR Manager, someone who had previously run a community campaign in her former company, suggested we try something similar. A small, informal drive where employees could bring unused, well-kept items from home and share them with those who needed them more, children and families in low-income communities living close to our plant.

Clothes. Food packets. Toys. Books. Household items. Nothing fancy, just useful things that could bring comfort or joy to someone else during the festive season.

We gave it a simple name: Joy of Giving.

At the time, I didn’t think much of it. I had seen large public companies run similar CSR initiatives. This wasn’t new. But what stood out was the spirit behind it: genuine, voluntary, and free of agendas.

That small idea, born not in a boardroom but in a hallway chat, would go on to teach me more about culture, leadership, and purpose than any KPI dashboard ever has.

A Modest Start, A Meaningful Shift

We didn’t write a policy or assign a budget. There were no glossy posters or consultant-led workshops. What we did have was intent, an open invitation and a team that cared.

Employees didn’t just clean out closets. Many went out and purchased new clothes, toys, food, even blankets, just to contribute something meaningful. The initial idea, a light community gesture, evolved into a genuine outpouring of generosity.

And what was most remarkable: it didn’t feel like an “initiative.” No one needed convincing.  It felt like a movement; spontaneous, authentic, and deeply human.

No one was told to participate. Yet almost everyone did. Not because it was expected, but because it felt right.

What Made It Work?

Looking back, a few things stand out:

  • It wasn’t top-down. The idea came from the team. All we did was give it space to grow.
  • It wasn’t about metrics. No one was counting items or tracking participation. It was simply about sharing.
  • It wasn’t CSR. It wasn’t tied to any corporate compliance or reporting metric. And perhaps that’s why it touched a different nerve. It was personal, not procedural.

One moment that’s etched in my mind: a junior team member, quietly bringing packs of biscuits and chocolates with no note, no name. Just a gesture. That, to me, is leadership in its purest form.

When ‘Joy of Giving’ goes Global

Word of this initiative slowly travelled up, not through a presentation, but through the energy it created on the ground. Eventually, our global leadership in Germany took note. They didn’t see a marketing opportunity. They saw a moment of humanity.

Soon, Joy of Giving was picked up in 13 global locations of Edelmann.

To watch an idea like this travel across borders without a push, only through shared values, was a humbling experience. It reminded me that regardless of geography or job title, people everywhere are looking for meaningful ways to contribute. Sometimes they just need a gentle nudge.

What I Took Away

Over the years, I’ve had the privilege of leading companies through transformation, managing risks, scaling performance. But nothing has quite stayed with me like this small campaign. It reminded me of a few quiet truths:

  • Giving is Contagious. Once we saw the joy it brought to people, both givers and receivers. it became impossible not to scale it. One person’s act spark another. And soon, it’s not about individual gestures, but collective spirit. Kindness has a way of multiplying.
  • People are wired for purpose. We often talk about engagement like it’s a mystery. But sometimes, it’s as simple as giving people a reason to care. Empathy. Initiative. Generosity. And that, in turn, creates a stronger, more emotionally invested culture.
  • Culture doesn’t need a consultant. It grows when people are trusted, and when they trust that what they do matters. I didn’t lead this with a microphone. I stepped back and watched others take charge, organize, and execute with incredible care.
  • Beyond the Balance Sheet. This initiative never appeared in our quarterly updates or annual report. But when I think about what truly builds culture, what strengthens teams and forges trust, it’s efforts like this. The ones that remind us that behind every role is a human being. And that businesses don’t exist apart from society, they exist within it.

A Quiet Question

If you asked me what I was most proud of during my tenure as CEO of Edelmann, this would rank near the top. Though I’ve moved on from my formal role, Joy of Giving remains close to my heart.

I continue to support similar efforts, mentor social entrepreneurs, and speak with leaders who want to make their organizations more humane. It also shaped how I approach board roles and advisory engagements. Today, when I sit at the table, I often ask: “Where is the heart in this strategy? Who is it really serving?”

And so I leave you with this thought:

If your team had one week to act on a cause they cared about, with no rules, no instructions or no incentives, what would they choose to do?

It might reveal a side of your people that no performance review will ever capture. 

And you might just discover that the real joy of giving… is what it gives back.

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