Mike 
valuate your effectiveness? If you’re in a “second chair” role, this can be a difficult question to answer.
A first chair leader’s performance is clearly linked to the overall results of the organization. In churches, the senior pastor also has the qualitative, but very tangible, responses to weekend worship services as an indicator. Departmental leaders can look at the metrics of their individual programs, such as youth participation in an event or the amount of funds raised or families served through a food pantry.
But what about the person in the second chair? While he or she may be connected to all of these measures, none seem to apply directly. In my work with second chair leaders, this can be a major source of frustration, confusion, and anxiety. Like most people, they want to know if they’re doing a good job, and if not, where they need to improve.
Has this blog has touched a nerve for you? If so, here are three ways to think about second chair performance. (If you’re in the first chair, this may point to a discussion with your second chair that is long overdue.)
- Overall organizational results. Even though you’re not the “lead leader” and may do much of your work behind the scenes, you still have significant influence on the organization’s success. If your church or ministry or non-profit is thriving, that’s a strong indicator of your effectiveness. If it’s not, you have a duty to determine why and to work on solutions.
- Relationship with the first chair. Effectiveness in the second chair, more than any other role, depends on a great relationship with the first chair leader. A high level of trust, an ability to use complementary gifts without feeling threatened, and collaboration on direction-setting decisions are clear signs that you are doing your job well.
- Staff effectiveness. For many second chair leaders, oversight of staff members is a key responsibility. If they are working well – individually and collectively – you must be doing something right. You should feel good when individuals are soaring, when harmony within the team is high, and when HR decisions (hiring, reassigning, firing) are effective.
