Of all the 2026 Mariners’ various problems, one that loomed largest was a clubhouse-wide passivity – a sense that the talent of the team would eventually win out and the Mariners would turn their season around, without a clear plan as to who would turn that season around and how.
In postseason interviews, both the players and GM Jerry Dipoto were able to articulate this particular failing, bemoaning mistakes made but also insisting that hard lessons were learned. But the larger question remains of
who will be able to make sure those hard lessons of a disappointing 2026 are carried into an improved 2027.
The Mariners have now dismissed the majority of their coaching staff, wanting to allow a new manager to come in and handpick their own support staff. That person has a significant task before them, even beyond assembling a new major-league coaching staff: whoever it is will also have to learn the idiosyncrasies of this Mariners clubhouse and the particular way leadership functions among a group of largely younger, homegrown players – or, as was made apparent last year, doesn’t function.
When looking at the core leadership in the clubhouse, the first name that jumps to mind is Cal Raleigh. Raleigh ticks all the boxes for a clubhouse leader: he’s a homegrown player signed to a longterm deal; he has a leadership position on the field; he’s the one who steps up to do postseason interviews when things have gone sideways, as he did in 2023, and again in 2026.
But this season also showed where Raleigh, who will be playing in his age-30 season in 2027, has some growing to do in his own leadership role. A disappointing, injury-marred season prevented Raleigh from fully being able to grasp the reins in a clubhouse that was careening off a cliff, and with his absence – both on the field when he went on the IL for the first time in May and in the box score – came a loss of identity for the team as a whole. At the end of the season, Raleigh spoke about the need for some “self-reflection” about the direction the team his headed in – not just from himself, but from his teammates, as well.
“What is our team identity?” Raleigh asked philosophically. “I don’t feel like there was one this year, and that’s partly on me as a leader on this team. It’s not all on me, but as somebody who’s been here, it’s important for us to come together and figure that out.”
Bryan Woo, as a leader on the pitching staff, affirmed that the plan this off-season would be to get players together and discuss where things went wrong and what can be done about it.
“We’ve already talked about a lot of the core guys having some conversations over the off-season, periodically putting our heads together and coming up with some ideas about how we want to make that come to life. Standards and accountability and all that stuff – they’re great words, but if you don’t truly act on them and make them come to life and are about them every day, then they don’t mean anything. You can talk the talk, but can you walk the walk?”
The pitching staff is in a more perilous leadership position than some others – none of the core of young pitchers are signed to long-term deals, and therefore are often subjects of trade speculation and rumors. They also now lack their de facto leader in the veteran Luis Castillo, a leadership vacuum that opened up when Castillo was traded to the White Sox in early August. Someone from the pitching staff needs to step into that role. For his part, Woo seems to be comfortable with doing so.
“I’m more comfortable now than I’ve been in years past,” said Woo, when asked if he would be willing to take a more vocal role in those conversations about standards and accountability. “I think as a young guy in the clubhouse, you’re just trying to find your way most of the time – when to speak up, what to say and whatnot. You want to say the right thing at the right time. Now I think I’ve learned it’s not about saying the right thing, but just saying something, and learning from the experience one way or another.“
The Mariners clubhouse is in a tricky position with leadership – the homegrown core that first brought the team to the playoffs in 2022 ranges in ages from 25 to 29: a tweener age in baseball, old enough to have been in the league for several years but not yet the indisputable voices of experience. The youngest player in that band is Julio Rodríguez, who’s still finding his own footing with clubhouse leadership: the kid brother who was once trailing after players like Vladimir Guerrero Jr. and Fernando Tatís Jr. now has a line of admirers of his own, starting with new teammate Lazaro Montes and reaching all the way down to the DSL, where Mariners MiLB hitter of the year Jarvis Gomez named Julio as his favorite player.
“I feel like I’m more comfortable, especially this year,” said Julio, reflecting on his changing relationship with leadership. ”Sometimes people assume just because you’re this player or that player, you should do this, you should do that, but that’s not easy, you know. At the end of the day, we’re all grown men here, and we all have different ways of doing things.“
“But at the same time, with time and experience and learning about guys and how they do things, you kind of get more comfortable speaking up and having those conversations that you know are for the better of the team, not like, taking shots or things like that…I feel like that’s a skill that everybody with time has to develop, and I feel like this year I’m a little more comfortable with that.”
Seattle’s new manager will also be tasked with making sure the two newer veteran voices in the clubhouse – Josh Naylor and Brendan Donovan – assume their leadership mantle, especially with the looming departure of the longest-tenured Mariner in J.P. Crawford. Donovan, who missed most of the year with a spate of injuries, never had the opportunity to fully connect with his new teammates. Naylor connected with his young infielders, especially Cole Young, but was hampered by both his own injury issues – a nagging wrist issue that took an off-season procedure to clean up – and injuries and inconsistencies across the infield that meant, aside from Young, he never knew who’d be feeding him the ball on any given night. That’s all further complicated by Naylor’s leadership style, which tends to be more of a carefully observed slow burn rather than an immediate call to arms.
“It’s my first year here, so I got to see a lot of things,” said Naylor. “I’m a very big viewer, and I just kind of see things from afar and then go off that.”
Naylor did praise his teammates, calling them a “great group,” and noted that the team genuinely seems to like each other, going to team dinners or group events. However, he noted that the process of building a team identity is an ongoing one, something that might have been limited by the lack of consistency in a clubhouse that seemed to lack a clear direction.
“Identity is huge in sports, personal identity and then a group identity” said Naylor. “I think it’s just—it’s continuous work too. It’s not just set in stone one day that you do this, this, and that, and it kind of sticks. It’s a day-to-day thing, but we work on it really every day here…With the identity aspect, I think we’re going to do our best to bond more and bring this group together more, and find ways to win ball games going into next year, doing the little things right.”
Doing the little things right was a constant refrain in end-of-season assessments from both players and front office members – or rather, a lack thereof. That, more than anything, speaks to the lack of consistent day-in and day-out leadership in the clubhouse and the need for players to step up, no matter how discomfited it might make them.
“You’re not going to be perfect,” said Woo. “But you’re gonna learn to lead by leading. You’re gonna learn to do something by doing it. It’s an honest process, but that’s what you really need to do, just give it your best effort.“
The Mariners need a manager who can oversee this ‘honest process’ and empower team leaders to lead, however imperfectly. The pieces are all there: what’s lacking is the person who can put them all together. As anyone who’s undergone a leadership change will tell you, it’s a fine line to walk between perpetuating the old ways that prompted the leadership change in the first place and importing an identity ham-fistedly. But it’s the job of a manager to get the best out of their people, and will be the job of the next Mariners manager to bottle up the talent currently free-flowing in the clubhouse into a container with an identifiable shape.
