The Wake of Leadership: What You Leave Behind Matters a Lot

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Picture this: you’re on a boat. The wind’s in your hair, the sea spray’s hitting your face. You’re looking ahead to watch for rocks, other boats and sudden waves. It’s instinct, really. Leaders are trained to look forward. They keep an eye on what's next and what’s coming at us.

But while we focus on what’s in front of us, we rarely look back. And if we did, we might notice that we’ve left behind a wake that’s bumping kayakers off balance, shaking docks, making things choppier for the people around us.

That’s the idea behind the “wake of leadership.” It’s the ripple effect we leave behind with every action, every decision, every interaction. Whether we realize it or not, our wake is shaping how people experience us, and the culture of our organization. 

We spend so much time focused on where we’re headed: the next strategy, the next priority, the next challenge. But lately, I’ve been thinking more about what we leave behind. Not in a legacy kind of way. In an everyday kind of way.

Because leadership isn’t just about what you do. It’s about how you move through the world.

It's Not Just About Big Decisions

When people talk about leadership impact, we usually think of the big stuff: major changes, policies, and restructures. And yeah, those things matter. But what I see shaping culture most often? The little stuff.

It’s in the tone we use. Whether we smile or keep our heads down in the hallway when walking past a staff member. Whether we make eye contact or glance at our phones. These little signals land, especially for people who may not feel as secure or confident in the room.

We use this concept a lot in our work at Ember. Think of it like this: on the water, there are all types of crafts, from seadoos and kayaks to tankers and sailboats. And depending on what kind of craft you’re in, the same wave can feel very different. That’s how presence works in leadership. The higher up you are, the more wake you create. And the people around you might not be equipped the same way to handle it.

Part of it is about how loud or confident you are, and another part is about how your presence lands with people who are navigating different roles, different power levels, and different lived experiences.

That’s your wake.

You Don’t Get to Opt Out of Power

Leadership comes with power. Even if you’re the “nice boss,” or if you don’t feel particularly powerful, if your role gives you control over someone’s workload, job security, compensation, or sense of belonging, then you carry power… and that power creates a wake.

And with great power comes great responsibility. 

(Yes, I’m quoting Spider-Man. But it’s relevant.)

When you hold power, people are less likely to tell you the full truth. Not necessarily because you’re doing something wrong, but because silence can feel safer. I’ve said this before, but it’s worth repeating: our brains are wired to survive, and silence is often the safer choice over speaking up or being radically transparent.

This means, even when you open the door for feedback, you might still hear nothing, unless you’ve built enough trust to make it truly safe.

That’s why I believe vulnerability is a critical part of leadership. But I don’t mean oversharing or trying to be everything to everyone. What I mean is being willing to name your intentions, explain how you work, and invite feedback when something isn’t landing.

When I lead with something like, “Here’s why I communicate this way, and if it’s not working for you, let me know,” I’m not changing who I am, but I am creating room for conversation. I’m signaling to others that it’s safe to bring things forward, even if nothing is said right away.

Who Speaks Up

Let’s talk about voice for a second — yours, and everyone else’s. Your wake plays a big role in who feels safe enough to speak up.

If people don’t think their ideas matter (or worse, they think there’s a risk in saying something), they’ll stay quiet. And when that happens, you lose out. 

And that matters so much because, as senior leaders, one of the things we’re paid to do is make decisions. And in order to make good decisions, we need good information. If the people around us don’t feel safe enough to tell the truth, or if they’ve learned that it’s easier to stay silent, we end up leading without the whole picture.

This is where presence and power overlap. You might think you’re being approachable, but if your voice is louder and your frame more commanding, it might not matter what your intention is. Our perception of others shapes the experience just as much, if not more.

So, what kind of things should leaders be on the look out to first identify who is most impacted by their wake? Take inventory of the following:

• Who gets to speak without interruption?

• Whose ideas most often move forward?

• Who’s brought into the loop early, and who’s left in the dark?

Once you’ve reflected on the above, it’s time to start creating a more intentional wake, starting with small, consistent actions, like:

• Intentionally inviting quieter voices.

• Checking in, not just after the meeting, but before it.

• Saying hello and showing appreciation.

  
  

All of this is about staying true to who you are while being open to adjusting what’s not working. 

Looking Back Matters

In a nut shell, everyone creates a wake. But leaders, especially those with more power, create a bigger one. And while you can’t control every single ripple, you can pay attention to what you’re stirring up.

If I can leave you with one thing, it’s that leadership is about how you get somewhere and the journey you take to get there. If you’re not sure what kind of wake you’re leaving behind, ask around: What’s it like to be led by me?