We love the image of the lone leader: decisive, fearless, and always ready to go to battle. It is a compelling story—but it is rarely true. Behind every strong leader is a network of people who challenge assumptions, share responsibility, and step forward when their expertise is needed.
I will never forget the early days of Siya Kolisi’s captaincy with the Springboks. He openly shared how he needed the help of the more experienced players in the team, like Eben Etzebeth and Duane Vermeulen, and how much he relied on them. Siya had the courage to speak openly about his reliance on other team members, which in itself is great leadership. The essential shift is from “I lead; you follow” to “we lead, according to whatever the situation requires.”
SHARED LEADERSHIP IS NOT DILUTED LEADERSHIP
Some leaders resist this model because they fear blurred accountability when things go wrong and less credit when things go well. Strong partnerships are clear about purpose, roles, and decision rights. One person may make the final call, but that call is strengthened by honest individuals and very different perspectives. Shared leadership research also links distributed influence with stronger team effectiveness, particularly when trust and communication are present.
The best co-captains complement rather than copy each other. I have spoken in the past about how important the team is when it comes to Springbok Rugby. When you read the Springbok “Code of Conduct,” it says: “I will put the team and its interests above my own ambitions.” When that happens in practice, you see what we are currently seeing in the Springbok team.
WHAT CO-CAPTAINCY REQUIRES
Firstly, and most importantly, it requires trust. Teammates and partners in business must be able to disagree without turning every difference into a contest for authority.
Second, it requires clarity. Teams should understand who owns which decisions and who will take responsibility for the outcomes.
Third, it requires humility: the willingness to admit, “You know more about this than I do.”
To be honest, this is quite easy in rugby because Cheslin Kolbe knows 100% he cannot do Ox Nché’s or Malcolm Marx’s jobs in the scrum. In business, people can have a few degrees, so they can help in different departments. Not everybody can scrum!
HOW LEADERS BUILD CO-CAPTAINCY IN PRACTICE
For leaders, the practical challenge is simple: identify the people who make your judgment better. Invite them into important conversations and give them permission to challenge you.
Publicly recognize their contribution. Most importantly, create space for them to lead in front of others.
THE TRUE MEASURE OF A LEADER
The strongest leader is not the person who wants to become indispensable. It is the person who builds leadership capacity around them. Co-captaincy reduces risk, eliminates blind spots, distributes pressure, and makes long-term success more resilient.
It also sends a powerful message: influence and respect are earned, not protected by position.
Leadership becomes more powerful—not less—when more than one capable hand is on the wheel!
GET IN TOUCH
If you would like to get in touch with me about my key note presentation, Debunking Motivation, please send an email to corne@cornekrige.com. Visit my website to review my speaker sheet for more info. I also share my story on my social media pages on Facebook and LinkedIn.