Leadership in Motion: How EO Shaped John Bevitt’s Leadership Journey

John Bevitt joined EO in 2019 with a simple intention. He wanted to grow. What followed was a series of decisions to lean in, say yes to opportunity, and explore what leadership could look like for him. Over time, that curiosity evolved into commitment, leading him to spend more than half of his EO journey serving on the board. His story reflects what can unfold when you choose to step forward and make the most of what EO offers.

By his second year, John had already stepped up as a Forum Moderator. From there, one opportunity led to another. “When I was coming out of being a moderator, I got invited to join the board,” he recalls. “I started as Member Engagement Chair, moved to Forum Chair, and then into Governance and Finance to prepare for my presidency.” 

Each role demanded more. Each one gave more back. “Every time I stepped into a new role, it helped me become a better leader in my business.”

That growth did not come from holding a title. It came from being in the room. “I’m surrounding myself with other leaders. It pushes me to step up and be the best version of myself,” he says. In EO, leadership is not abstract. It is shaped in real time, alongside people who challenge how you think, decide, and show up.

Now serving as Chapter President, John operates at full stretch. He is scaling his business, raising two young children, and leading a board of high-performing entrepreneurs. Taking on more has not slowed him down. It has sharpened his focus. “Even though I’ve taken on more than I ever have, I actually got the results from it as well,” he says. With less time available, he became more purposeful. He prioritised better, delegated more effectively, and stayed anchored to his vision.

That clarity traces back to a pivotal moment in his life. “When I became a dad for the first time, I realised how much spare time I had before. I couldn’t waste any time.” Stepping into the presidency brought a similar shift. “All of a sudden, I had no time to waste. I had to be very intentional with where I spend my time. I learned that I can be much more productive than I ever thought I could be.”

The deeper transformation, however, came from how he redefined leadership.

Before EO, John believed leadership came with a title. “You needed a defined role to lead,” he says. It never quite sat right. It felt forced and disconnected from how he wanted to show up. Through his EO journey, he discovered a different model. Leadership here is built on influence, not authority.

Surrounded by peers – some of who run larger and more complex businesses – hierarchy carried little weight. Influence had to be earned. John learned to lead through relationships, empathy, and understanding. He let go of ego because without that shift, influence simply would not follow.

Stepping into the presidency became his defining moment. “As much support and guidance as you get to prepare you for president, nothing prepares you for being the leader of the chapter,” he reflects. He found himself responsible for shaping strategy, setting direction, and aligning a group of equally driven leaders.

What challenged him most was the human dynamic. “Being the person to drive, inspire, and help other leaders on their own journey was the biggest challenge. We all operate so differently, and we’re all used to being the decision-maker in our own business.” Bringing that group together around a shared vision required him to elevate how he led, every single time he showed up.

That is where another shift took hold. It helped him grow and learn from the experience and insights he gained while taking the path of leadership in EO. “One of the biggest realisations is leading with humility. My job isn’t to have the answers. It's my job to bring us together as a team to solve it together.” It is a simple idea, yet powerful in practice. Leadership is not about having the solution. It is about creating the conditions for better solutions to emerge.

Alongside this, John began to see how strong organisations are built. EO Melbourne’s systems, rhythms, and experienced chapter support acted as what he calls “guard rails”. These structures help leaders stay aligned and maintain clear direction. Watching this in action gave him clarity. He brought the same discipline into his own business and strengthened its foundations for scale.

Looking back, John is clear. The board is not just a responsibility. It is one of EO’s most valuable learning platforms.

“When I started, a tenured member told me, ‘try everything, try every product, give everything a go, and look for the value.’ The board is essentially another product of EO. It is not just a role that needs to be filled. It is an opportunity for members to become better leaders.”

He took that advice seriously. From Forum, where he developed emotional intelligence and reflection, to events that expanded his thinking, each experience added a layer. Yet nothing shaped his leadership more than stepping forward.

And if given the choice again, he would not hesitate.

Because beyond the time, the challenge, and the responsibility, the return is clear. Growth that sharpens how you lead. Perspective that reshapes how you think. A deeper understanding of what leadership really means.

John’s journey leaves a simple question. If the opportunity is there, how might you choose to explore it?