When I attended the Society for Adventist Communicators in Springfield, Connecticut, I anticipated a typical convention experience—great information by day, quiet solitude by night. What I found instead was a community of people who deeply understood my work, my struggles, and my passion. It wasn’t just about sharing tools or strategies; it was about finding “my people,” the ones who would transform my professional journey into a shared experience of growth and support.
After eight years as the communication director for the Minnesota Conference, I knew our communication efforts needed a refresh. Balancing this with my role as human resources director left me overwhelmed and stretched thin. While regular meetings with other conference communication directors helped us stay connected professionally, it wasn’t until the SAC convention that real connections were formed.
That transformation came largely through shared experiences outside the formal structure of work. One evening, as a few of us talked about road trips, a spontaneous idea emerged to visit New York City. That adventure—visiting landmarks, sharing meals, and joking together—created a bond that went beyond our shared professional roles. By the end of the conference, we had become a tight-knit group. We had nicknames, inside jokes, and most importantly, trust. The next year, at SAC 2024, our bond deepened as we shared not only laughter but also challenges, family stories, and faith.
Building Connections Outside the Office
This idea of bonding outside the workplace is echoed in the Harvard Business Review’s article “Tom Brady on the Art of Leading Teammates.” Brady describes how shared experiences away from work environments—whether playing games on the beach, attending the Kentucky Derby, or simply bowling—helped build camaraderie and trust among his teammates. These moments revealed parts of their personalities that stayed hidden in the structured setting of their sport. The emotional bonds they developed drove their collective motivation, ensuring they gave their best effort every day.
As Brady states,
leadership isn’t just about guiding tasks but improving the quality of relationships within a team. Creating trust through shared experiences fosters emotional investment, transforming coworkers into teammates. This principle is not limited to sports; it applies across industries and organizations.
The Power of Shared Experiences
At SAC, our group’s transformation came from similar shared experiences. From spontaneous road trips to late-night conversations about Ai tools and family challenges, we forged a community.
We weren’t just colleagues anymore—we were friends who supported and empowered one another.
Brady argues that some may see offsite team-building events as frivolous, but their true value lies in the trust and connection they cultivate. At SAC, we experienced this firsthand. Stepping outside our usual professional environment allowed us to connect on a deeper level. The trust we built didn’t just improve our personal relationships—it strengthened our professional collaboration, allowing us to share resources, brainstorm freely, and lift each other up in our respective roles.
A Team That Always Has Your Back
The transformation from coworkers to a bonded team is an investment with lasting returns. At SAC, we’ve created a culture of mutual support: we pray together, laugh together, and lift one another through challenges. We are more than individuals managing communication; we are a team united by shared values, trust, and purpose.
Just as Brady’s football team’s success was rooted in their emotional connections, our success as communicators grows out of the trust we’ve built.
Together, we’ve proven that when people are valued, understood, and supported, their potential multiplies—not just as professionals but as human beings.
By stepping outside our typical roles and creating shared experiences, we’ve discovered a truth that applies to every team: relationships are the foundation of success.
This article was primarily written by Savannah Carlson, communication and Human Resources director, with contributions from Hugh Davis. Ai was used to refine and integrate the content.
Harvard Business Review’s article “Tom Brady on the Art of Leading Teammates.”
