Creating Connection: What Soccer Taught Me About Community

What I Learned in the Supporter’s Section of a Soccer Game

Crowd of passionate New England Revolution fans waving flags and holding scarves at Gillette Stadium

On May 16, I attended a New England Revolution game and sat in “The Fort,” the team’s supporter section. I expected noise, chants, and maybe a little chaos. What I didn’t expect was to walk away thinking deeply about community, belonging, and the difference between spectating and participating in life.

The Fort is unlike any other section in the stadium. It is not a place for passive observation. It is a place of contribution. From the moment the match began, the section moved as one living organism—singing, chanting, waving flags, beating drums, celebrating together, and suffering together. Every person there mattered. Every voice contributed to the atmosphere. No one was simply watching the game; they were helping create the experience.

And somewhere between the chants and the goals, I realized something important:

Too many of us approach our communities like spectators instead of participants.

We sit in the stands of life waiting for someone else to lead, organize, encourage, solve problems, or create connection. We consume community rather than contribute to it. We critique from a distance instead of stepping onto the field ourselves.

But community does not thrive because of spectators. It thrives because of participants.

What struck me most about The Fort was the overwhelming sense of purpose and belonging. People from different backgrounds, ages, professions, and life stories came together around something larger than themselves. For ninety minutes, strangers became unified by shared passion and shared responsibility. The energy was contagious because everyone contributed to it.

Joy works that way too.

Joy is amplified when it is shared. Meaning deepens when we feel connected. Belonging happens when people stop asking, “What am I getting?” and start asking, “What can I give?”

That lesson extends far beyond soccer.

Our neighborhoods, workplaces, churches, schools, civic organizations, and friendships all depend on participation. Healthy communities are not built by a few highly engaged people while everyone else watches from the sidelines. They are built when ordinary people decide to show up consistently and contribute what they can.

Sometimes participation looks dramatic—leading an initiative, mentoring someone, volunteering, or advocating for change. But often it looks much simpler:

  • Learning your neighbor’s name
  • Encouraging someone who feels unseen
  • Attending local events
  • Supporting local businesses
  • Showing kindness in difficult moments
  • Bringing energy instead of cynicism
  • Choosing connection over isolation

Communities become stronger when people decide they are responsible for the atmosphere around them.

That is what I witnessed in The Fort.

No one there was waiting to be entertained. They arrived ready to contribute to the experience. The chants only worked because thousands joined in. The energy only sustained because people kept giving it away. The sense of belonging existed because participation was expected, welcomed, and shared.

It made me wonder how different our communities would feel if more of us approached life that way.

What if we entered our workplaces determined to contribute value` instead of merely collecting paychecks?
What if we showed up in our neighborhoods ready to create connection instead of waiting for someone else to organize it?
What if we treated civic life not as something happening around us, but something we actively shape?

Participation changes people.

There is meaning in being needed. There is joy in shared purpose. There is fulfillment in contributing to something bigger than ourselves. And perhaps most importantly, participation reminds us that we belong.

In a culture increasingly marked by loneliness and disconnection, that matters deeply.

The supporter section at a soccer game may seem like an unlikely place for a life lesson. But sometimes truth shows up in unexpected places—in the rhythm of drums, in the voices of strangers singing together, and in the realization that community is not something we consume.

It is something we create.

So the question I left with is simple:

Are you a spectator or a participant?

Because the communities that change lives are built by people willing to step out of the stands and into the game.

Why Most Leaders Get People Wrong

By Rick Rawson

We say people are our greatest asset.

But if you look at how many organizations actually operate, you’d think people are the problem to manage—or the cost to control.

I learned this lesson years ago while working in struggling healthcare organizations. Like many systems under pressure, the instinct was to pull back:

  • reduce services
  • cut costs
  • tighten control
  • protect margin

On paper, those decisions looked responsible but something seemed wrong. 

We realized the more we focused on shrinking our way to sustainability, the more disconnected we became from the very communities we were supposed to serve and whose future depended on us. Staff morale dropped. Innovation slowed. Trust weakened.

Then something shifted.  We decided to ask different questions

Instead of asking:

“What do we need to cut?”

We started asking:

“What does our community actually need from us?”  How do we unleash the capacity of the people in our organization to create value for our communities?  

As a leader I needed to face my own fears and realized that to change the organization, I needed to start with myself.  

We began expanding services that mattered locally. We invested in people closer to the community. We empowered staff to think differently instead of simply following tighter controls.

And something surprising happened.

As people felt trusted and connected to purpose again, capacity grew.
Not just emotionally—organizationally.

New ideas emerged. Partnerships formed. Services expanded. Financial performance improved alongside mission impact.

What I learned from that experience is this:

People are rarely the constraint. Systems are.

When leaders see people primarily through the lens of productivity, compliance, or cost, they build systems that limit human potential.

But when leaders see people as a source of capacity, creativity, and value, organizations begin to change.   As leaders we have a responsibility to hose we lead and serve to create systems that optimize value and unleash human potential. 

The best leadership I’ve seen doesn’t start with control.

It starts with perspective.

  • Seeing value where others see limitation
  • Seeing possibility where others see risk
  • Seeing people not as resources,  but as human beings capable of innovation and growth

Especially in healthcare, this matters.

Burnout, disengagement, and turnover are often described as people problems. But many times they are actually signals of systems that have lost connection to purpose, community, and human dignity.

Leadership is not just about getting results.

It’s about creating the conditions where people can become more than the system expected of them.

A questions I continue to ask myself is:

Who around me is capable of more than I currently see?  What can I do to nurture that capacity and unleash the human potential around me. 

Those questions changed the way I led—and the kinds of organizations I believe are possible.

#Leadership #Healthcare #SystemsThinking #Coaching #CommunityHealth #ServantLeadership #RuralHealth #PersonCenteredCare #CapacityBuilding