Hello again from Berlin! It’s officially week six, and this summer overall has been moving at an incredible pace. The German Football League season is in full swing, and everyone in the organization is fully locked in, given that we just passed the mid-point of the season.
This week at my internship, my time was spent on finishing my financial projections and analyses on the future growth of Berlin Adler, assuming they stick to their growth targets. This project was a hefty one, being that there were a lot of new Excel functions and financial modeling tips I learned throughout the completion of my project. On the personal side, I met some great people at various basketball courts around the city and even made friends with a man named Max, who invited me to his family dinner this upcoming week.
I have always prided myself on being a leader. From a young age, my identity has been deeply intertwined with sports, specifically basketball. Growing up on the court, especially as a point guard, a “team-first” mindset was engraved into me. I learned early on that individual accolades mean absolutely nothing if the team doesn’t win, and that the true measure of a leader is the ability to uplift those around and help everyone become the best version of themselves.
As I have grown older and progressed through my academic career at Pitt, I’ve learned that leadership isn’t a one-size-fits-all concept. It doesn’t just mean being the loudest voice in the huddle or the person giving the pre-game speech. Leadership is highly situational and can be expressed in many different ways: through quiet action, words of wisdom, deep empathy, or even accountability. I’ve always tried to weave each of these characteristics into my own personal style. Above all, I have operated under a foundational belief that I cannot lead others and expect the best out of my team without going above and beyond myself first. Leading by example is non-negotiable.
When I arrived in Berlin, I was fully aware of the cultural reputation for independent work. German professional spaces generally place a much higher premium on individual execution rather than constant, highly collaborative American-style group work. My supervisor, Noah, has been a perfect example of this leadership style. From day one, he granted me a large degree of autonomy regarding my daily schedule and the trajectory of my quantitative workload.
This model shifts the entire burden of responsibility onto my shoulders. I am not just expected to do the work, I am expected to figure out the path, execute it, and hold myself accountable with my effort and time management without a manager looking over my shoulder every hour.
To be completely honest, this experience has deeply challenged my view and approach to leadership, and I find myself constantly wrestling with two different ideologies. On one hand, I think this hands-off leadership style has distinct flaws. I believe a leader’s fundamental role, regardless of their specific style, is to serve as a guide for those being led. If an organization brings in a team member who requires more structural guidance, explicit direction, or consistent feedback to thrive, a completely hands-off approach will lead to a decline in productivity, confusion, and frustration for that member. On the other hand, I have developed an appreciation for the freedom Noah’s style has given me. Because he treats me as an independent professional rather than an intern to be micromanaged, it has opened up the space for me to take complete ownership of my projects. It has made it a lot easier for me to dive into long-term financial modeling and debt tracking, tasks I am genuinely passionate about, and that will benefit my technical skill development, and drive them forward on my own terms, rather than simply executing a top-down checklist of tasks I have little to no interest in.
So which style is superior? I honestly quarrel with the two philosophies and cannot say one is objectively better than the other. Instead of picking a side, I am using this cross-cultural tension to become a far more versatile and effective leader.
As I look toward my ultimate goal of operating in an NBA front office, this lesson is invaluable. A successful executive has to lead a highly diverse organization. You have to manage data analysts who thrive on quiet autonomy, young players who require intensive daily coaching and empathy, and veteran executives who demand strict accountability. This summer in Berlin is breaking down my rigid assumptions about management, forcing me to merge my natural, collaborative “team-first” drive with the disciplined, independent execution valued in Germany. It’s teaching me how to give people the space to work and be creative, while remaining the guide when things become tough or complicated.
Thank you, and I will check in with you next week!