The best time to develop a new leader is long before the position becomes vacant.
Plan for Leadership Before There Is a Vacancy
Every Scout unit depends on key volunteers: the Scoutmaster, Cubmaster, Committee Chair, Treasurer Chair, Advancement Chair, Quartermaster Chair, Den Leaders, and many others. Because these leaders are so important, it is easy to assume they will always be there. But volunteers move, change jobs, face family emergencies, experience illness, or simply reach a point where they need to step away.
When a unit has not prepared for that moment, the result is often panic. The committee begins asking, “Who can we put in that position?” instead of asking, “Who have we been preparing for this responsibility?” There is a major difference between filling a position with anyone willing to say yes and developing someone who is ready to succeed.
A stronger approach is to identify potential leaders early, invite them into the work gradually, and surround them with mentors and coaches. Every major role in a pack, troop, crew, or ship should function as part of a team. The lead person may carry the title, but others should understand the responsibilities well enough to step in when needed.
- Scoutmasters should work with trained Assistant Scoutmasters.
- Committee Chairs should develop Vice Chairs or committee partners.
- Treasurers should have assistants who understand the process.
- Advancement, quartermaster, recruitment, and fundraising roles should all be supported by teams.
A backup is not ready the day after being named. Readiness comes through steady exposure, shared responsibility, training, and practice over time.
Recognize Potential Leaders Early
Developing leaders begins with learning how to recognize potential. Many parents and volunteers want to help, but they may not know where to begin. Pay attention to the adults who consistently show up, volunteer for activities, attend campouts, ask thoughtful questions, and interact well with youth and other leaders.
Strong leadership potential often shows up in small ways:
- They are dependable and present on a regular basis.
- They show interest in how the unit operates.
- They engage with youth beyond only their own child.
- They help without being overbearing, bossy, or controlling.
- They ask good questions and are willing to learn.
- They support other leaders and help the team succeed.
- They complete training and understand that every Scout deserves a trained leader.
Be cautious, however, of volunteers who only want a title. The goal is not to find someone who wants status; the goal is to develop someone who wants to do the work, learn the role, serve the youth, and strengthen the unit.
Give the Next Step, Not the Whole Job
One of the fastest ways to overwhelm a new volunteer is to offer the entire job at once. Asking someone, “Will you be our next Committee Chair?” with no preparation will usually lead to hesitation or refusal. A better question is, “Would you join the committee?” or “Would you help with this specific project?”
Small assignments build confidence and experience. A new volunteer might help inventory canoes, paddles, life jackets, and other equipment with the quartermaster team. Someone else might assist with a Blue and Gold dinner, a Court of Honor, a recruitment night, a planning meeting, or a fundraiser. These tasks matter, but they are manageable. Over time, they help volunteers understand how the unit works and where their strengths fit.
Teams are the key. A healthy unit has a team of Scoutmasters or Cubmasters, a team for advancement, a team for treasury, a quartermaster team, and teams for events, recruitment, and fundraising. When people work together, knowledge is shared. If one person leaves, the unit still has others who understand the role.
Mentor Emerging Leaders with the EDGE Method
Pair experienced leaders with potential leaders and use the EDGE method: Educate, Demonstrate, Guide, and Enable.
- Educate: Explain the role, the responsibilities, the expectations, and why the work matters.
- Demonstrate: Let the emerging leader watch the role in action, such as a committee meeting, Scoutmaster conference, planning session, or equipment review.
- Guide: Give them a small responsibility and coach them through it while they learn.
- Enable: Let them take ownership of a task, make decisions, and gain real experience.
This process gives new leaders a path into meaningful service without forcing them to carry the entire role before they are ready. It also builds buy-in because they begin to feel ownership of the work.
Avoid Single Points of Failure
Some leaders try to do everything. They may be dedicated, experienced, and highly capable, but when too much depends on one person, the unit becomes vulnerable. Burnout is a real risk, and so is disruption when that person cannot continue.
The Key Three positions are especially important: the Chartered Organization Representative, the unit leader, and the Committee Chair. Each should be treated as a distinct responsibility, with support around it. Even an outstanding Scoutmaster, Cubmaster, or Committee Chair needs a team. Being prepared means making sure others can step in if illness, family needs, relocation, or other changes occur.
The best leaders build successors. They do not protect their position by keeping everything to themselves; they strengthen the unit by teaching others how to carry the work forward.
Let New Leaders Learn Through Mistakes
Emerging leaders need opportunities to try, practice, and sometimes make reasonable mistakes. Scouting is a safe place to learn. A failed first attempt can become a valuable learning moment when it is followed by constructive feedback.
After a task or event, talk through what happened:
- What worked well?
- What did not go as planned?
- What can be improved next time?
- What support would help the leader succeed?
Feedback should be honest, encouraging, and focused on growth. When leaders are allowed to learn in manageable steps, they become more confident and more capable over time.
Build Leadership Development into Unit Culture
Leadership development should not be an emergency response. It should be part of the unit’s culture. Parents and volunteers can be invited into meaningful roles through events, projects, training opportunities, district activities, council programs, recruitment efforts, and fundraisers. Each of these settings gives current leaders a chance to observe strengths, provide coaching, and help volunteers grow.
Succession is not the same as replacement. Replacement happens after someone leaves. Succession happens before that moment, when a team is already learning, sharing responsibility, and preparing for the future.
A strong succession plan includes:
- Teams around every major unit function.
- Training for both current and emerging leaders.
- Mentoring through the EDGE method.
- Small tasks that grow into larger responsibilities.
- Opportunities for new leaders to lead while experienced leaders provide support.
- A culture that values shared knowledge instead of relying on one indispensable person.
Even the most talented leader will eventually need a break, take a vacation, or move on. When the unit has prepared others, meetings continue, events happen, Scouts are supported, and the program remains strong.
The Bottom Line
If your unit relies too heavily on a few individuals, start building teams now. Invite people in, train them, mentor them, give them meaningful tasks, and then step back enough to let them lead. That is the EDGE method in action, and it is one of the best ways to protect the long-term health of your unit. Scouting asks a lot of volunteers, and your work matters. Keep doing the good work, but make sure you are preparing others to carry it forward. The future success of your unit depends on the leaders you begin developing today. Till next time, I’ll see you on the trail.
