The Sound Guy and the Solo

Leading from the Second Chair.) This paradox recognizes that second chair leaders will usually have one or more areas for which they need to take responsibility, which we call being “deep.” At the same time, an effective second chair leader keeps the big picture in mind at all times  – the “wide” part of the paradox. Our sound guy was superb in the deep end, and in doing so, he missed the wider view. In this case, there weren’t any consequences. But in many organizations, a second chair’s failure on either end of the paradox can be a major problem The best second chair leaders embrace deep AND wide. They learn to ask questions such as:

• Does this new idea fit the overall vision for our organization?
• Even if it fits the vision, does my idea need to take a back seat because of other, more pressing priorities?
• How will other people and programs be affected by what I’m proposing to do?
• How can this new initiative have even more impact by involving others?

It’s not easy to be deep and wide. It takes extra time to consider broader implications. It often requires adjustments in plans. Sometimes it even means postponing or canceling those plans. But it’s the only way to thrive in the second chair.    ]]>