In many organisations, a cheerleader’s role goes far beyond the sidelines, or being tasked to mindlessly support an initiative. A cheerleader embodies the spirit of internal advocacy, instilling a shared sense of purpose and a deep-seated belief in the organisation’s mission.

Unfortunately, there is often a lack of a dedicated cheerleader within an organisation. Often the role is seen to serve no ‘official’ purpose and delegated to junior members to ‘earn’ points. The irony being there is no quantifiable amount of flag-waving that can earn them recognition.

When the role of a cheerleader within an organisation is marginalised, it creates a cascade of negative consequences. It undermines the critical function of fostering morale and team spirit. Cheerleaders play a pivotal role in boosting motivation and maintaining a positive work environment. Without their enthusiastic support, team dynamics could suffer, leading to a lack of cohesion among team members and decreased productivity.

Cheerleaders are natural communicators, and their ability to convey information and rally support is invaluable. When this role is overlooked or not given the attention it deserves, vital messages may get lost in the shuffle, leading to misunderstandings, missed opportunities, and potential conflicts.

Without a cheerleader, sparks can easily become flames.

The absence of a dedicated advocate and cheerleader can be corrosive. It gradually erodes the core foundation upon which the organisation stands. It engenders an atmosphere of discontent, replacing the culture with a disconcerting sense of detachment. This erosion of collective identity creates a breeding ground for skepticism and apathy, undermining the very essence of teamwork and collaborative progress.

As the seeds of discontent take root, the organisation’s ability to navigate the competitive landscape is severely compromised.

Without a cheerleader, it becomes challenging to amplify the organisation’s successes and unique strengths – to the most important stakeholder, other employees and team members.

The absence of an advocate’s persuasive voice leaves the organisation vulnerable. In this weakened state, the organisation is left to contend with a diminished capacity to seize opportunities, forge strategic alliances, and adapt swiftly to changing circumstances.


A cheerleader is not a vanity role or project; in fact, it is so much more.

The role of a cheerleader is not meant to be superficial; it is not a vanity role or a pet project.

This role can be the linchpin that binds a team together, infusing it with vitality, purpose, and an unyielding dedication to shared goals.

This is not about cheering from the sidelines. It is about forging an unbreakable connection between team members and their collective purpose.

It is a role that carries the potential to revolutionise how teams function and thrive. This is not about glitz and glamour; it’s about substance and significance.

Being a cheerleader within your organisation is about bringing advocacy to the forefront, from animating communication to fostering a culture of empowerment.

Becoming a cheerleader and advocate that your organisation deserves.

At the heart of a cheerleader’s multifaceted role lies the ability to invigorate communication channels. Through infectious enthusiasm, cheerleaders infuse energy into messages, making it resonate with team members and stakeholders alike.

Moreover, the cheerleader’s influence extends far beyond the realms of communication. They are champions of empowerment, igniting a cultural shift that empowers team members to take initiative, pursue innovation, and contribute to their fullest potential.

By consistently recognising and celebrating achievements, both big and small, they instill a sense of pride and purpose among team members. This newfound confidence leads to increased engagement and a collective commitment to reaching organisational goals.

In the absence of a cheerleader, this culture of empowerment may remain dormant, stifling the organisation’s ability to adapt, evolve, and thrive in an often changing landscape.

As we delve deeper into the layers of advocacy, we find that a cheerleader’s role extends to the nurturing of collaboration and teamwork. They are adept at breaking down silos, bridging gaps, and fostering an environment where open dialogue and idea-sharing flourish. Through their unwavering support, they encourage team members to step out of their comfort zones, fostering a spirit of camaraderie that transcends functional boundaries. In doing so, they lay the foundation for cross-functional cooperation, fueling innovation and problem-solving. Without a cheerleader to guide this collaborative dance, organisations risk stagnation, missed opportunities, and a lack of adaptability in the face of change.

Furthermore, a cheerleader’s influence resonates in their ability to amplify the organisation’s core values and mission. They breathe life into these guiding principles, embodying them in their actions and words. This not only reinforces the organisation’s identity but also serves as a compass for decision-making and behavior. In their absence, the organisation may struggle to maintain a consistent and authentic alignment with its values, resulting in a potential erosion of its reputation and credibility.

Sidebar: What does psychology say about stepping out of a comfort zone?    

Stepping out of one’s comfort zone is deeply rooted in psychological principles.

Psychology asserts that venturing beyond familiar territories is essential for personal growth and professional development. When individuals challenge themselves by embracing new roles and responsibilities, they activate the brain’s neuroplasticity, allowing for the formation of new neural pathways. This cognitive restructuring not only enhances adaptability but also sharpens cognitive functions, ultimately bolstering one’s capacity to inspire and lead.

Furthermore, psychology underscores the importance of self-efficacy in this endeavor. Albert Bandura’s Social Cognitive Theory posits that individuals are more likely to take on challenging tasks when they believe in their own ability to succeed. Stepping out of one’s comfort zone to become a cheerleader requires a firm belief in one’s capacity to inspire and motivate others. This self-assuredness forms the foundation for effective leadership and advocacy. By recognizing and harnessing their own potential, individuals embarking on this transformative journey can instill confidence in their team members, setting the stage for a culture of shared success and achievement.

Psychology also highlights the role of the ‘Yerkes-Dodson Law’, which suggests that performance increases with arousal up to an optimal point, beyond which it starts to decline. Stepping out of the comfort zone introduces a moderate level of stress or arousal, igniting a heightened state of alertness and focus. This state, known as ‘optimal anxiety’, propels individuals to engage more fully, communicate more effectively, and inspire with greater impact. It’s within this dynamic zone of challenge and growth that cheerleaders thrive, pushing both themselves and their teams to reach new heights.

When individuals experience a misalignment between their current behavior and their beliefs or aspirations, they are motivated to resolve this discomfort. Stepping out of one’s comfort zone to become a cheerleader can trigger this cognitive dissonance, as it requires a shift in self-perception and behavior. Through consistent advocacy and support, individuals can align their actions with their newfound role, gradually reducing cognitive dissonance and solidifying their identity as a cheerleader. This psychological process ultimately reinforces their commitment to the role and enhances their impact on the organisation.


Here are 3 actions you can use to become a cheerleader and advocate in your organisation.

In essence, the layers of advocacy that a cheerleader brings to the forefront are the lifeblood of organisational success. From revitalising communication to fostering empowerment, they create a tapestry of influence that strengthens the organisation’s resilience, unity, and capacity for growth.

Here are three strategies to use to start on your cheerleader journey.

Create a supportive network:

Advocate for team success and recognition:

Communicate effectively and transparently:

A cheerleader’s absence leaves a void that can hinder progress, disrupt harmony, and stifle the organisation’s potential. Organisations should embrace and encourage the transformative power of a cheerleader.

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