Who Are Your Emerging Leaders?
A first pass at a Christian framework for identifying and developing emerging leaders in the workplace.
There’s a kind of person leaders start to lean on without even realizing it. They trust them with more responsibility, bring them into harder conversations, and instinctively look to them when things truly matter.
Sometimes peoples describe this type of emerging leader in terms of raw drive or competitiveness, but leaders usually just say, “I know it when I see it.” I’ve been trying to put language to this “it” factor from a Christian perspective, and this is my first pass.
A Christian understanding of this “it” factor has to be rooted in Scripture and basic theological commitments. I’m not going to unpack all of those foundations here, so I’ll be assuming some shared ideas about humility, wisdom, discernment, stewardship, and the shape of Christian character. My aim isn’t to invent anything new in this article, but to name something many of us already see and to offer a starting point for further, deeper reflection, which I hope to do at a later time.
Seen through a Christian lens, this “it” factor is less about personality or sheer competitiveness and more about posture, a way of being in the world and the workplace. It is ambition shaped by humility, a desire ordered toward Christ, and a self-awareness that keeps a person steady and useful rather than restless and self-protective. These men and women have awareness with themselves and their organizations. Their focus is not on their own personal spotlight but the organization where they are serving.
Many leaders recognize this presence when they see it, but few have a working definition or clear traits to explain why certain people have such an outsized and stabilizing influence.
In what follows, I want to sketch six marks of this kind of presence in the workplace. Then I’ll circle back to two clarifications that matter: why this should not be used as a framework for identifying if someone is called to pastor and how this idea sits alongside the ordinary, quiet excellence most Christians will live out in their work.
Working Definition of the Christian “It” Factor
The Christian “it” factor is the vocational posture where ambition, humility, and self-awareness align under Christ’s lordship, producing a person who seeks the good of the mission of an organization above self and naturally expands the value, clarity, and capacity of any place they serve.
Six Marks of Emerging Leaders
The following factors are not comprehensive but I hope give a more complete picture for what many emerging leaders embody.
1. Creating Clarity
Emerging leaders bring clarity to the table in ways that ripple through the whole team. In the workplace, where dozens of pieces are moving and the real issue hides under surface symptoms, they somehow keep sight of what actually matters. Before anyone rushes toward a solution, the problem gets named in plain language so people know the target instead of chasing a vague goal.
Communication for them is part of the work itself and not just something that happens. Even something as simple as a short email or quick update is treated as a tool for helping others act.
Their superiors notice that problems arrive already shaped with a bit of structure and a few thoughtful options, not as a pile of raw anxiety dropped in their lap. Because less energy is spent decoding what is meant, more is available for actually doing the work.
Practical signs:
They give language to what a leader is trying to say, especially when the idea is still half-formed.
Expectations that felt messy begin to make sense once they walk others through them.
Unclear situations gain shape because they know how to find the thread that holds everything together.
Projects regain momentum because the next step becomes obvious instead of staying stuck in debate.
Theological Core: Wisdom. They help people see reality truthfully and respond with discernment.
2. Stabilizing Teams
In hard moments, when bad news lands or something breaks unexpectedly, these up and coming leaders stay centered. Instead of scrambling for quick fixes that only touch the symptom, they absorb the pressure long enough to ask the better question such as is this a patch job, or is something in the system actually broken. While others rush to make the problem go away, they work out how to solve it in a way that will last.
If a superior brings an issue to this emerging leader they respond in such a way that matches the urgency or severity of the problem but downward they are able to communicate to the team a calm, specific plan rather than panic. That combination of honesty and steadiness gives everyone else permission to stay grounded even when the situation really is urgent.
Practical signs:
People drift toward them when they need a clear head or a sane voice.
Leaders find themselves depending on their steadiness when things get stressful.
Tense situations lose some of their sting once they step in.
During seasons of transition or crisis, they help the team keep its footing.
Theological Core: Peace. They embody a groundedness rooted in Christ, not in performance.
3. Anticipating Needs
Some people have a knack for seeing trouble or opportunity coming before anyone else looks up. They may notice how a request keeps bouncing between two teams, or how the same question shows up in three different meetings in slightly different ways. A detail that everyone else shrugs off lands for them as a signal that a problem exists.
They are consistently asking themselves, “What will my future self need?” and this shapes what they’re working on. Current work still gets done, but they also lay small pieces of groundwork by writing down what they’re learning, starting the hard conversation earlier than feels comfortable, nudging one or two things into place before they’re urgent.
Practical signs:
They raise questions that surface assumptions no one else noticed, the kinds of questions that change how a team approaches the work.
They start moving on something long before it becomes urgent, which means the team rarely gets surprised by deadlines.
They read the downstream effects of decisions and adjust early so the group does not drift into predictable trouble.
Small issues remain small because they catch and resolve them before anyone else even names them.
Theological Core: Discernment. They notice what others miss and respond with spiritual and practical wisdom.
4. Multiplying Value
One of the most striking things about people who multiply value is that the people around them genuinely get smarter. As problems that once felt out of reach become workable, people start acting with more thought and confidence. Through high standards and a steady work ethic, they draw out strengths in others that might have stayed hidden.
For leaders, this shows up as a quiet engine of progress that takes on complex work and frees attention for the things only they can do. Because these emerging leaders are hungry to grow, they keep experimenting and passing the lessons along. Over time every project becomes a chance to develop someone else’s skills.
Practical signs:
They adjust a process or workflow in ways that make everything smoother the next time around.
People around them gain confidence and sharpen their own work simply through proximity.
Momentum builds because they clear obstacles early, long before anyone else notices them.
Their influence spreads through the team in ways that help the whole place move with a bit more focus and less strain.
Theological Core: Stewardship. They leave people and work better than they found them, treating their influence as something entrusted to them, not owned.
5. Expanding Team Capacity
These rising leaders have a unique way of building organizational infrastructure that outlasts their direct involvement. Where others see fixed limitations, they see bottlenecks waiting to be removed and workflows ready for optimization.
They identify where work gets stuck in standard operating procedures and create smoother paths that become the new normal. Documentation becomes second nature to them by capturing not just what needs to be done but why it matters and how it connects to larger goals.
Teams naturally evolve to handle more complex challenges because the foundation underneath them has been reinforced. The systems and processes they leave behind continue generating value long after they’ve moved to the next challenge, which is why their fingerprints can be found on the organization’s most efficient operations years later.
Practical signs:
They reshape recurring work so the next time through is simpler and lighter for everyone.
Tools, checklists, or shared docs appear that let other people run pieces of the work without needing constant help.
The team is suddenly able to handle more without feeling maxed out, because the foundation has been strengthened
Theological Core: Edification. They build up the team so it thrives beyond their individual contribution.
6. Reducing the Leadership Burden
And finally, this is probably the trait that leaders notice first about someone on their team who has the “it” factor. These people help the leader feel lighter. Something fundamentally shifts in the working relationship. The leader is able to rely on them in ways where they may even forget to even check in, because they’re consistently updated without having to ask.
When something is asked of them, the leader has full confidence it will be handled and they don’t have to think about it again.
These emerging leaders reduce the cognitive load from their leader’s shoulders, and they’ve figured out that fine line between over communicating and communicating exactly the right things at the right time. They understand intuitively what their superiors need to know and when they need to know it.
In many ways, this trait is a summary of all the others I wrote about above, because it embodies a person the leader can absolutely trust. It brings down any worry of concern and constant oversight that generally comes with delegation of tasks.
Leaders become eager to promote and rely more heavily on people like this, which goes hand in hand with the ambition and drive these types of people already have. There’s a seamless synchronicity that develops between them, where both feel like they’re operating at their best.
Practical signs:
Leaders rarely need to check in because updates come naturally and early, not as a surprise request.
They treat their work like something entrusted to them, not something they do only when told.
They carry responsibility with maturity, stepping forward when needed without grabbing for control.
Theological Core: Service. They practice Christ-like burden-bearing without ego-driven independence.
Recognizing and Developing the “It” Factor
A key challenge for leaders is identifying individuals with this “it” factor. Leaders who are open to growth give space for others to develop and have a coaching mindset are best positioned to spot and nurture this quality. Providing opportunities for others to flourish is essential. Sometimes individuals may not even realize they have the potential to grow in this area until they are trusted with responsibility and encouraged to step up.
Intentional conversations are valuable. Asking team members about their goals and whether they want to expand their roles in leadership can reveal hidden potential and being proactive in delegation and encouragement helps create an environment where the “it” factor can emerge and thrive.
Additionally, feedback is vital in recognizing and developing the “it” factor. Some people will naturally gravitate toward it but a culture of consistent one-on-one meetings, regular reviews, and open feedback is essential.
Leaders should invite critique, model humility in receiving feedback, and foster an environment where growth is expected and supported. Without this culture, it’s difficult to help others develop the qualities that make such a significant difference.
Not everyone will naturally possess or develop this quality. Sometimes a lack of self-awareness or emotional intelligence holds people back. Other times it’s an inability to grasp the bigger picture of the organization’s mission. In these cases honest conversations and specific feedback are necessary. Growth in the “it” factor requires both self-reflection and a willingness to see beyond one’s immediate responsibilities.
A note on a call to pastoral ministry
Before I close, let’s be clear that this “it” quality in the workplace has nothing to do with a call to pastor. Scripture marks out that path with its own foundational requirements surrounding character, doctrine, teaching ability, a pattern of godliness, and the discernment of a local church that knows the person deeply. A pastoral calling stands completely on Holy Scripture, not on workplace instincts or natural talent.
What I’m talking about runs on a different track. You see it in offices, schools, nonprofits, in the day-to-day operations of a church, but not in the pulpit.
Someone might carry this combination of drive and humility and still have no business shepherding souls.
Many that are called to pastoral work move with a quieter presence, perfectly suited to the care of a congregation, even if they don’t galvanize a team or sharpen an organization the way others do.
I think we’ve all seen it before. Pastors who clearly fit the mold of vocational leadership but were placed in pastoral office without meeting the scriptural qualifications. They’re selfish, personally ambitious, and naturally very talented. Churches too often mistake talent and boldness for pastoral fitness. They may preach well, but they are not pastors.
Keeping these categories separate protects churches from confusing workplace potential with spiritual maturity. It also frees believers to see their daily work as a real place for Christian formation.
This “it” factor isn’t some secret entrance into vocational ministry. It’s just a way of naming people who make the work around them stronger and who keep reaching back toward Christ in the middle of it all.
Quiet Excellence
Most Christians will spend their lives in what I call quiet excellence. This isn’t a consolation prize for people who lack drive. And if this idea was expanded into a book, it would probably lead with the more normal calling of quiet excellence in the day-to-day work that Christian’s engage in. Quiet excellence is the steady, faithful presence of believers who do their work well, stay aligned with the mission in front of them, and carry themselves with humility and consistency. They’re not trying to expand their scope or increase their influence. They simply want to be faithful in the work they’ve been given.
This kind of vocation rarely gets attention, but it holds organizations together in three ways:
Teams run more smoothly because of these people.
Leaders rest easier knowing someone will follow through.
The work environment becomes calmer because someone shows up who doesn’t need to be coaxed or convinced to take their responsibilities seriously.
Their contribution isn’t loud, but it’s unmistakably solid.
Quiet excellence isn’t passive. It’s not passivity dressed up as humility. It’s active faithfulness in the everyday tasks that make up most of life. A Christian who works with quiet excellence is engaged, thoughtful, reliable, and fully present while showing up prepared and completing their work with care. Teammate are supported without angling for recognition. They seek to honor Christ in ordinary responsibilities that never make headlines.
I know many colleagues in the church who fit exactly this description. They serve Christ well and should not be overlooked. Their faithfulness is the backbone of what holds things together.
Holy Scripture consistently affirms the value of living a calm, faithful, industrious life that contributes to the good of the community.
Many Christians will never feel a strong pull toward expanded responsibility or organizational influence, and that doesn’t place them on the sideline of the kingdom but places them exactly where most work in organizations actually happens.
It’s easy to romanticize visible leadership and overlook the people whose consistency keeps everything functioning. Quiet excellence protects against that distortion. It reminds us that the kingdom grows through a thousand unnoticed acts of diligence carried out by workers who simply want to honor God. A healthy workplace or ministry needs people in this category just as much as it needs those with more expansive vocational instincts.
When we name quiet excellence as a full and honored expression of Christian vocation, we resist the idea that ambition is the only faithful path. Faithfulness, not visibility, is the measure of a life offered to Christ.
Conclusion
Humble ambition is not a contradiction. It’s a calling to pursue excellence, not for personal glory, but for the good of others and the glory of God. Whether you find yourself drawn to a more visible leadership role or called to quiet excellence, your work matters. The world needs both kinds of people, those who multiply value and those who quietly hold things together.
Let’s celebrate both. Let’s cultivate environments where the “it” factor can flourish and where quiet excellence is honored. Let’s give feedback, offer opportunities, and recognize the unique contributions of every member of the team.
In the end, the measure of our work is not in titles or accolades, but in faithfulness to Christ and service to others.