Leading from the second seat has been the joy of my life and ministry. It has also been one of life’s greatest challenges. A few years ago, I did a deep dive into the dynamics of second-seat leadership, and what follows are a few highlights from that study as well as my personal experience.
Bonem and Patterson (2005) define second-seat (chair) leadership as, “a person in a subordinate role whose influence with others adds value throughout the organization” (p. 2). They go on to highlight that those who thrive in the second seat often do so through influence and relationships as much as through formal authority. Personal experience has borne this out in my life. While second-seat leaders may be the number two authority in the organization, this is not required. Many members of an organization can fill this role.
I describe the second-seat leader as one who has significant responsibility for the operation of an organization but does not have primary responsibility for vision and direction.
Sitting in the second seat is both comfortable and uncomfortable. While you are not responsible for the vison and direction of the entire organization – a degree of comfort; you are often expected to carry the weight and responsibility for the operational success of the organization – a degree of discomfort. The reality is that “leadership is a collective experience” (Pearsall, J., personal communication, 2022). First and second-seat leaders need to work in unison to move an organization forward most effectively. A close friend once told me, “Leadership 101 means never separating responsibility and authority” (Church, D., personal communication, 2014). Frustration “occurs when a second chair is expected to achieve certain results but lacks the authority that should accompany this responsibility” (Bonem, 2016, p. 45). First-seat leaders should never do this to second-seat leaders, and second-seat leaders should never do this to themselves. Meaning first-seat leaders should not assign responsibility without also delegating the authority for the second-seat leader to carry out the task. Releasing this much authority is often challenging for those in the first seat. The challenge in the second seat is to not assume more authority than you have been given or to carry more responsibility than the limits of your authority will support.
One of the primary challenges of second-seat leadership is being content with the role of second seat. Are you specifically gifted and wired to accomplish the tasks of second-seat leadership? One must know himself or herself well enough to answer this question. If the answer is yes, that should be celebrated as God’s unique gift to you as a leader. Every complex organization needs solid individuals in second-seat positions. They keep the machinery running. Some (Joseph, Genesis chapter 41 & 50) will spend their entire ministry in the second seat and never hold a first-seat position. Thriving in the second seat requires them to be content with this reality. Celebrate that you are gifted to fill the gaps, cover the details, and even clean up the occasional mess. That gift comes from God. Some will move on to a first-seat role (Joshua, chapter 1) because there is a first seat role that requires their unique gifting. Both are a gift from God.
The most critical relationship in the life of a second-seat leader, subordinate to their relationship with Christ, is the relationship with the first-seat leader.
This relationship is the source of any formal authority given to the second-seat leader and can only be built on trust and through regular interaction. The second-seat leader must present with a mindset of being in a subordinate role and cannot be seen as opportunistic. Humility is the name of the game. Remember, “your attitude should be the same as that of Christ Jesus” (Phil. 2:5). One must remember that all authority ultimately comes from Christ, and reverence for that truth is what drives us to subordinate our desires to those of the first-seat leader. Ultimately, everyone answers to someone. “When first and second-chair leaders are in harmony, titles lose their significance and the Kingdom is advanced” (Bonem & Patterson, 2005, p. 42). While first and second-seat leaders will sometimes disagree and help each other grow, it is imperative that the second-seat leader be able to support the first seat philosophically. When a point of philosophical disagreement arises, it is time for a deeper, more difficult discussion. If you can’t support the vision, it is time to move on.
What is the greatest potential pitfall of the second seat-leader? It is the temptation to think they could do a better job than the first-seat leader God has already appointed. The first-seat leader carries a load the second-seat leader can never fully understand, no matter how fully involved they are in joint leadership of the organization. The only thing more dangerous than thinking this themselves is when others in the organization begin to encourage this thought. A sensible second-seat leader must always guard against this temptation. Dr. Jerry Porter (personal communication, 2013) once told me, “Your job is to make your leader the best leader they can be.” I would just add it is equally important to “not think of yourself more highly than you ought, but rather think of yourself with sober judgment, in accordance with the faith God has distributed to each of you” (Rom. 12:3).
The final component I want to address is the concept of upward leadership. By this I mean we have a responsibility to provide leadership to our first-seat leaders. However, we begin with the premise that the second-seat leader is always in the subordinate role. The second-seat leader will never be successful until they accept this truth (Bonem, 2016). Second-seat leaders are often in the position of having the most comprehensive information about an organization because of the duties they perform. They lead, or guide, or inform first-seat leaders by providing them the best information possible, then supporting the decision they make with that information. Ultimately, the first-seat leader is responsible for the final decision, so be a trustworthy counselor to them (Prov. 11:14).
Space does not allow for a comprehensive review of this topic nor a discussion of strategy for moving forward as a second-seat leader or one who works with a second-seat leader. So, let me leave you with my top ten tips for each category.
Things to remember when leading from the second seat:
Everyone is a leader, everyone is a follower, and no one leads perfectly.
Remember that second-seat leadership is indeed leadership.
Always support your first-seat leader; have his or her back.
Never let your leader be surprised (Thompson, M., personal communication).
Identify your weaknesses and insecurities, and deal with them honestly.
Accept ambiguity as a constant in your role.
Good and bad leaders both teach you something. Neither define who you are (Sawyer, W., personal communication, 2019).
Know your limits, where authority ends, and where influence begins.
Live within the framework of your first-seat leader (Wilson, D., 2019).
Build a strong relationship with your first-seat leader.
To those in the first seat, things to remember when leading a second-seat leader:
Everyone is a leader, everyone is a follower, and no one leads perfectly.
Delegate well and assign responsibility with authority. Organizational effectiveness depends on you releasing some of your power (Bonem & Patterson, 2005).
Admit when your staff is right, give credit and accept blame (Wilson, personal communication, 2019).
Spend capital (relational and financial) on developing your second-seat leaders.
While knowing your second seat is in a subordinate role, work with them as a colleague.
Allow second-seat leaders to have input on the broader organization. Organizational effectiveness will benefit.
While you lead the vision, let them lead the logistics.
Provide clear boundaries and expectations.
Model the leadership you want to see coming from the second seat.
Build a strong relationship with your second-seat leader.
References:
Bonem, M., & Patterson, R. (2005). Leading from the Second Chair: Serving Your Church, Fulfilling Your Role, and Realizing Your Dreams. San Francisco, CA: Jossey-Bass.
Bonem, M. (2016). Thriving in the Second Chair: Ten Practices for Robust Ministry (When You’re Not in Charge). Nashville, TN: Abingdon.
Sheets, D., & Jackson, C. (2005). Second in Command: Strengthening Leaders Who Serve Leaders. Shippensburg, PA: Destiny Image.
Author:
Dr. Kevin Compton currently serves as the Assistant District Superintendent for the Colorado District of the Church of the Nazarene.
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