12 February 2026

Sharing the load: Building a Prostate Cancer Support Group that lasts

The Hon. Jim Lloyd (pictured second left) is a former Australian Government Minister for Local Government, Territories and Roads, and has decades of public leadership experience. Diagnosed with prostate cancer in 2002, he understands both the personal and community impact of the disease. In this article, The Hon. Jim Lloyd highlights the importance of shared responsibility in community organisations. He explains that lasting support groups are built not on one dedicated individual, but on collective ownership and clearly defined roles.

Why sharing leadership matters

In my years in federal parliament, I saw firsthand that organisations only endure when responsibility is shared. No council, department, or community group can rely indefinitely on a single capable individual. Strength comes from structure. Stability comes from shared ownership.

Support groups are no different.

Many begin with one committed person who steps forward because they see a gap. That initiative is invaluable. But if every responsibility continues to fall on the same individual, the group’s future becomes fragile.

Shared leadership protects both the leader and the group.

Moving beyond the one-person model

When a support group relies too heavily on one person, even small disruptions can create uncertainty. Illness, family commitments or unexpected life events can stall momentum.

Shared leadership does not mean removing a leader. It means widening the circle of responsibility.

This can be as simple as occasionally rotating facilitation, inviting members to coordinate speakers, or asking someone to manage communications. These are not dramatic changes. They are practical adjustments that distribute responsibility in manageable ways.

When members contribute to defined roles, they develop a deeper sense of connection to the group. Participation shifts from attendance to ownership.

Creating collective ownership

One of the most important lessons from public service is that people support what they help build. When responsibility is shared, confidence grows across the group. Members feel trusted. Leaders feel supported.

Shared leadership also strengthens continuity. If one person steps back temporarily or permanently, others are prepared to step forward. The group remains steady because its leadership is embedded in the collective rather than concentrated in one role.

This approach builds resilience. It prevents burnout. It ensures the support group remains focused on its core purpose, supporting men and families affected by prostate cancer.

A practical principle

Shared leadership does not require complexity. It requires intention.

Shared leadership begins with clarity about roles, so that everyone understands what is expected and where they can contribute. It requires a genuine willingness to invite others in, rather than assuming responsibility must sit with one person.

Most importantly, it depends on trust, trust that people will rise to the responsibility they are given and take pride in contributing to the strength and continuity of the group.

Support groups thrive when leadership is viewed not as a burden to be carried alone, but as a responsibility shared across the community.

As a leader, letting go or sharing the responsibility can sometimes be difficult. I personally have often thought that people may think I am letting them down if I try to step back or ask for help. In reality, nothing could be further from the truth.

Often, people hesitate to get involved because they feel the leader is doing a good job and doesn’t want to interfere. If you ask for help, you might be surprised by how many will respond positively.

That is how groups endure. That is how they remain strong. And that is how they continue making a meaningful difference for years to come.