Why Creativity and Empathy Are a CEO’s Most Powerful Tools

By Toby Freeman, CEO and founder of The Robin Cancer Trust

When I founded The Robin Cancer Trust in 2012, I didn’t really set out to become a CEO. I was a brother who had lost someone I loved deeply and wanted to stop other families from going through the same heartbreak. My brother Robin passed away at 24 from a rare germ cell tumour, his loss changed everything for me, and it also shaped the kind of leader I’ve become.

Over the years, I have learnt that creativity and empathy are the two qualities that keep me and the charity I founded going. They are the reason our charity has grown from a local idea into a national movement that has reached millions of young people with life-saving cancer awareness messages.

Creativity starts with a problem to solve

When you run a small charity, or even a small business, creativity is not a choice, it is survival. You do not have a big marketing budget, a large team or endless resources. You probably don’t want to take a lot of risks. What you do have is a message that matters, and you need to find ways to make people listen.

In the early days, I always wanted to reach young people without sounding too much like a health leaflet, making testicular cancer into this scary and unapproachable thing. We wanted to make a serious topic much easier to access and destigmatise it in fun ways that hadn’t been done before. That is how our bold, cheeky campaigns were born, from giant inflatable testicles at marathons to developing MIDI-ball controllers for DJs and Guinness World Record attempts. We discovered early on that humour and bright visuals get people talking, and those conversations save lives.

Creativity also helped us survive tough times. During the pandemic, when in-person events stopped overnight, we switched to online campaigns and virtual talks, which we still continue to this day to reach more people. Instead of waiting it out, our small team learnt new skills, tested new ideas and built an online reach that now stretches to more than 25 million people every year. That happened because we were willing to experiment and adapt quickly.

Empathy builds teams that care

Leadership is not about titles or targets; it is always about people. The biggest lesson I have learned as a CEO is that empathy brings out the best in a team. When people feel understood, supported and trusted, they give more of themselves to the mission.

Running a charity means working with volunteers, young ambassadors and people who have often faced cancer themselves. It is not always easy work, but empathy keeps us connected. I try to create an environment where people can talk openly, share ideas and feel safe being themselves. If someone is having a tough week, we make time for a coffee and a chat. If someone has a wild idea for a campaign, we listen.

A recent survey by McKinsey found that 89% of employees value empathy from their leaders, yet only half feel they actually experience it. That gap exists because empathy takes effort. It means slowing down enough to listen and putting yourself in someone else’s shoes, even when you are busy, but no leader can deny that the payoff is huge. When people feel seen and valued, they are more creative, loyal and driven. That drive is so important for charities where fundraising money is very tight, especially as people struggle with the cost-of-living crisis and tightening budgets in 2025.

Leading with purpose

Being a CEO in the charity world is different to running a business, but purpose matters in every sector. Our purpose is simple: to save young lives through early detection of germ cell cancers. That mission drives every decision we make, from fundraising challenges to educational talks.

In recent years, we have faced the same challenges most charities have. Research from the Charities Aid Foundation shows that while total donations in the UK reached a record £15.4 billion in 2024, the number of people donating fell by around four million compared to 2019. It is harder than ever to raise funds, so we have had to think creatively and stay positive.

This year, I am running 500km in a giant testicle costume to raise awareness and funds. It might sound mad, but it works. People laugh, they ask questions, and, most importantly, they donate. It proves that creative thinking, empathy and a sense of humour can turn something awkward into something powerful.

Lessons from the journey

Looking back, I never expected to find myself leading a national charity. Over time, I have learned that leadership is not about having all the answers. It is about having the right mindset. Creativity helps you find solutions when resources are tight or when plans go wrong. Empathy keeps you grounded and reminds you that every organisation is built on people, not spreadsheets. Together, they help you build something that lasts.

If there is one piece of advice I would give to other leaders, it is to stay human. Listen to your team, take risks, laugh at yourself. Keep your purpose at the centre of everything you do, the rest will follow.

Robin’s story will always be my reason why. Every campaign, every talk and every step of a marathon reminds me that creativity and empathy really can change lives and sometimes even save them. That is what leadership means to me.