I was asked a great question recently while visiting with a group of leadership students from a nearby Christian college.

How do you attract (and keep) “first-chair” type leaders into a “second-chair” position?

These young leaders are ambitious. They are ready to make their mark on society. Most are studying for ministerial positions within the church. I always advise young leaders, if they can, to sit under a seasoned leader for a while, learning all they can, before they venture out on their own. I had just offered this advice that prompted the question.

I realize that’s not always the advice a young, ready-to-go leader type wants to hear—and I get that, since I was one of those younger leaders. And we learn mostly by failure, so there is something to be said for jumping out on your own, getting both feet wet (to use another cliche metaphor) and starting something new.

Many of these young leaders will be church planters, and we need them to be. We need more church planters. Still, if I were advising one of my own children, I’d give the same advice. If possible, sit under a seasoned leader first.

This group had been studying the concept of first-chair and second-chair leadership, so that prompted a good, obvious question.

(For some help with definition, if needed, the first-chair leader usually has a title such as CEO, president or senior pastor. Second-chair leaders have a title such as COO, vice president or associate pastor.)

So again, how do you attract (and keep) “first-chair” type leaders into a “second-chair” position?

They followed that question with another equally good question.

They asked if I felt I could ever again be a second-chair leader. At this point, they knew my history. I’ve been a first-chair leader for well over 20 years.

My answer to the second question first.

Yes. I could be a second-chair leader.

Here are seven ways to attract (and keep) first-chair leaders in a second-chair position:

1. Remove the lids. The real reason most people resist the second chair is they don’t want to be limited in how much they can achieve. The best first-chair leaders are willing to get out of the way and let people around them lead—even if the second-chair person’s success gains more notoriety than the first chair's.

2. Empower individual dreams. If a second-chair person feels the freedom to dream big dreams—even individual dreams—they’ll be fueled to continue in the role. They may have to be empowered to work on dreams that are even outside the vision of their current organization. Of course, they still need to meet all the requirements of a good second-chair leader, so there should be loyalty to the place where they are currently serving in the second chair.

3. Let the leader build a team. Second-chair leaders who are qualified to be first-chair leaders need to have the freedom to build their own teams. They should be able to recruit and lead their own people. (Again, I can offer this qualifier in every point, but this is with the understanding that there is an overall vision that must be maintained, and ultimately that vision-holder is the first-chair leader.)

4. Invite their input into larger decisions. This is huge. Second-chair leaders who could be first-chair leaders want to play a part in the overall strategy and implementation of the organization. They have ideas. They have energy to invest in them. They want to make a difference. If you want to keep them, you have to give them a seat at the lead table.

5. Give them a voice. This goes with the last one, but not only should they have a seat at the table, but their input should matter. Their opinion must make a difference in the overall direction of the organization. The weight of their suggestions must be valuable in making final decisions. Hypercontrolling leaders will have a very hard time with this one, but it’s critical to retaining the best “first-chair minded” second-chair leaders.

6. Don’t micromanage. This one probably goes without saying. The best first-chair leaders don’t micromanage anyone, but this is especially true if you want to attract the first-chair leader types into the second chair. You certainly can and should have broad goals and objectives for them to achieve, and again, they should be working for the same overall vision of the entire organization, but then, if you want to keep them, get out of their way and let them do their work.

7. Extend recognition. Don’t hog the glory. (Of course, the only real glory goes to God, but don’t be afraid to celebrate their success.)

Let me be clear, as I tried to be with the leadership students: There are exceptional second-chair leaders who never desire to be first-chair leaders. They are awesome! I love having them on my team. In fact, I’ll be transparent enough to say that without some of them, I am very ineffective as a first-chair leader. You don’t want me in the first chair unless I have some good second-chair people around me.

There are good first-chair leaders serving in second-chair positions. Keeping them is more difficult, because they are natural first chairs.

Granted, some don’t even like this type discussion, especially in a ministerial context, because Jesus is in the first chair—ALWAYS—and I totally agree with that, and to some who don’t appreciate the concept, it my sound egotistical. I get that too. I’ve written about the church afraid of leadership previously. But if you want to ignore the realities of organizational structures that exist in any place where two or more people are gathered, including the church, you can probably ignore this post.

Ron Edmondson is a church planter and pastor with a heart for strategy, leadership and marketing, especially geared toward developing churches and growing and improving the kingdom of God.

For the original article, visit ronedmondson.com.

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