“Leadership is not about being in charge. It is about taking care of those in your charge.” – Simon Sinek
But who takes care of the ones who are in charge?
Developing leaders who influence emerging leaders is one of the most effective ways to build a culture that lasts. These culture carriers—your captains, assistant coaches, department heads, and veteran players—may not hold the top title, but they shape the future every day. They carry the message, model the standard, and multiply impact in every interaction.
If you’re serious about sustainable leadership, don’t just focus on your rising stars. Focus on the ones they’re watching.
If you’re serious about developing a culture that lasts, you can’t just invest in the rising stars. You need to develop the ones they’re watching.
The Power of Proximity
Leadership expert John Maxwell says, “Leadership is influence—nothing more, nothing less.” But when it comes to sustainable leadership development, not all influence is created equal.
In the Naval Academy’s leadership curriculum, we talk a lot about the leadership process model—the idea that the best systems develop people who lead others to lead. Influence flows through relationships, not just rank.
Here’s the truth: emerging leaders don’t model the CEO. They model the person they share a locker with. The peer they watch handle adversity. The assistant coach who pulls them aside after practice.
That’s proximity. And proximity shapes potential.
Case Study: The 1997 Michigan Wolverines
When Charles Woodson led Michigan to a national title and a Heisman Trophy in 1997, he wasn’t just the best player on the field—he was a force multiplier in the locker room. Countless former teammates point to the way he practiced, prepared, and held others accountable.
Woodson’s influence didn’t stop at awards—it raised the bar for everyone behind him. The culture he embodied extended beyond his time in Ann Arbor. His presence modeled what leadership looked like, and future leaders mimicked it.
Michigan didn’t just win that year—they planted seeds for leadership growth.
The Academic Lens: Social Learning Theory
Psychologist Albert Bandura’s Social Learning Theory tells us that people learn not only through direct instruction, but by observing the behaviors and consequences of others. That means your current leaders are essentially walking classrooms.
What happens when your most influential voices teach indifference, cynicism, or self-interest? Emerging leaders don’t rise—they retreat.
But if your veteran players, managers, or team captains consistently model integrity, preparation, and servant leadership? You create a ripple effect. One that scales far beyond any single training session or leadership manual.
Historical Example: The Leadership Legacy of Joshua Chamberlain
At the Battle of Gettysburg, Union Colonel Joshua Chamberlain famously led the 20th Maine in a desperate defense of Little Round Top. But what made Chamberlain such a powerful leader wasn’t just his courage—it was how he prepared others to act when the time came.
Accounts of Chamberlain’s leadership describe how he quietly built trust with junior officers, taught discipline without arrogance, and made his expectations clear. So when the pressure came, his influence showed up through theirdecisions.
He led the leaders, and in doing so, shaped a defining moment in American history.
What It Means for You
Whether you’re coaching a team, leading a department, or building a business, here’s the takeaway:
The future of your culture depends not just on who’s next… but on who they’re watching right now.
That means:
- Develop your captains before your freshmen.
- Invest in your assistant coaches as much as your top recruits.
- Mentor your middle managers like your mission depends on it—because it does.
So What Can You Do?
Here are three simple steps to start developing leaders who influence emerging leaders:
- Identify your cultural carriers
Who are the voices others listen to? Who sets the tone in the locker room, the meeting, the group text? - Equip them with purpose and language
Give them more than responsibility—give them clarity. Help them connect daily actions to long-term vision. - Model what you want multiplied
You can’t lead what you don’t live. Make sure your actions reinforce what you want them to embody.
Final Thought
Legacy isn’t built by what you do—it’s built by what you pass on.
And if you want a culture that lasts, start by leading the leaders the next generation is already watching.
Lead On!
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🧭 Want help equipping your culture carriers? I work with athletic programs and business teams to develop high-impact leadership pipelines. Explore coaching and consulting options at www.tomvandam.com.
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