Here’s what I’ve learned after twenty-plus years of watching teams succeed and fail: the person who matters most is rarely the one you’d expect.
They’re not the loudest voice in the room. They don’t have the most impressive credentials or the corner office. They might not even be on your organizational chart’s top tier. But take them away, and suddenly everything (even with your stars still in place) starts to unravel.
Behavioral scientist Jon Levy calls this person the “glue player,” and his research confirms what many of us have long sensed: teams don’t thrive because of a single genius or visionary. They thrive because someone is quietly holding everyone else together. Managing the room’s energy. Keeping projects alive when egos clash or momentum dies. Doing it all without a spotlight.
In higher education, I see this pattern play out constantly. A university announces an ambitious initiative: reimagining enrollment, restructuring programs, or launching a bold new strategic plan. On paper, they have the talent, the budget, and the mandate from the Board. Then, six months in, everything stalls. Communication fractures. Key people burn out or quietly disengage. What happened?
Nine times out of ten, the glue left the building. Or worse, they were there all along, unrecognized and unsupported—then they stopped trying.
We spend a lot of time talking about staff retention, and we should. But if we’re treating it as purely a compensation problem—another benefits tweak, another salary adjustment—we’re missing the point. People don’t stay because of a 401(k) match. They stay because they feel connected. Appreciated. Trusted. Part of something meaningful where they can solve problems and raise up those around them.
And that kind of cohesion doesn’t just “happen.” It’s built through relationships. It’s protected by people who step in when there’s a gap, who notice when someone’s struggling, and who manage not just the what but the how. These are your glue players, whether you’ve named them or not.
In my own leadership roles (and now, coaching executives across the country), I’ve learned to listen with an intent to find them. Who do people turn to when the pressure is on? Who keeps the group grounded when the stakes are high? Who makes sure the culture and mission don’t get buried under the logistics? These are the people who create the conditions where leadership actually leads, and where organizations move from planning to doing.
If you’re reading this as a senior leader, ask yourself: Who’s doing the invisible work that holds your team together? Are you recognizing it? Supporting it? Creating space for that kind of influence to grow? Or are you so focused on metrics and deliverables that you’re missing the very person who makes those metrics possible?
How to Spot a Glue Player
Glue players strengthen culture, execution, and collaboration across an organization. Here’s how to identify them:
They stabilize the room without controlling it. Glue players don’t dominate meetings. They de-escalate tension, reframe confusion, and help the group return to purpose. They offer calm when everyone else is spiraling.
They’re the person everyone confides in. Watch who people turn to when something’s unclear or stressful. Glue players earn trust naturally, not by positioning themselves, but by listening well, avoiding gossip, and being the sounding board others need, confidentially.
They see around corners. They are your early-warning systems. They notice misalignment before it becomes conflict. They ask the uncomfortable questions. They care deeply about the long game, beyond the next deliverable.
They get overlooked for stretch roles because they’re “too reliable.” This is dangerous. Just because someone doesn’t chase the spotlight doesn’t mean they’re content in the background. In fact, glue players are often your best succession candidates, because they already understand how the whole system works. Don’t mistake humility for lack of ambition.
They value people and progress equally. Glue players are results-oriented, but not at the expense of relationships. They understand what others often forget: lasting outcomes require cohesive teams, not just finished products.
Recognizing glue players isn’t some feel-good human capital exercise. It’s strategic leadership. These individuals are your insurance against disruption, your steady hand during transition, and often the reason your best-laid plans succeed even when obstacles arise. When they leave, the vacuum is immediate and painful. When they stay (and thrive), they quietly make everyone better.
This becomes especially critical during change. Whether you’re navigating leadership turnover, cultural transformation, or institutional growth, glue players become the throughline that keeps people anchored. They help others tolerate ambiguity. They facilitate recovery from setbacks. It’s no wonder they’re essential.
Leadership today is about cultivating environments where everyone can contribute at their best. And if you’re not looking for the glue, you’re probably missing the very people holding your strategy together.
So, as you assess your team, don’t just evaluate output and credentials. Pay attention to the energy of your meetings. The informal networks of trust. The people who show up when it’s hard. That’s where the glue “sticks.” And that’s where your real strength lies.
By Dr. Jacquelyn D. Elliott, President, Blue Rock Human Capital