Article:

Leading from the Second Chair

By Mike Bonem and Roger Patterson

Do you want to see exciting, God-honoring results in your church? Then fill it with committed and capable vocational or volunteer leaders serving alongside the senior pastor. This is the essence of “leading from the second chair.” But most leaders who know the biblical truth of this message also know that its potential can be elusive. Capturing these benefits requires that second chair leaders master the dynamics of leading and following, improve their ministry, and influence those with whom they serve.  Hence our definition: a second chair leader is a person in a subordinate role whose influence with others adds value throughout an organization.  This definition underscores that being in the second chair is not a function of title as much as of attitude, perspective, and influence. That is why executive or associate pastors are not the only second chair leaders in a church. Other staff members and key lay leaders have important second chair roles to play as well.

In essence, effective second chair leaders think, lead, and shepherd beyond the boundaries of their own ministry as they seek to enhance the whole congregation.  Second chair leaders are expected to be bold initiators and faithful followers, creative thinkers and detailed implementers.  Their ongoing challenge is to do a wide variety of tasks and do them well.  Being called upon to wear so many hats can be perplexing and stressful, but it can also be rich and rewarding.  

In our new book, Leading from the Second Chair, we refer to these challenges as the apparent paradoxes of second chair leadership. We label them as subordinate-leader, deep-wide, and contentment-dreaming. They are paradoxes because at first glance they seem to be mutually exclusive.  But it is our contention that these pairs do not represent “either/or” choices.  Rather, effective second chair leaders need to live within each of these paradoxes and master both ends of the spectrum.  Some may experience the tension of one paradox more intensely than another, but all three paradoxes are woven into the fabric of being a second chair leader.

The subordinate-leader paradox recognizes that those in the second chair are called upon to lead, but that they also answer to a “boss.” They learn to lead without being at the top of the organizational pyramid because they understand that their authority and effectiveness as a second chair stems from a healthy relationship with the leader in the first chair. The deep-wide paradox acknowledges that second chairs have specific roles that are narrower and deeper in scope than those of the first chair, and yet they need to have a broad, organization-wide perspective. They need to be strategic thinkers and at the same time manage a variety of ministry areas with excellence. The contentment-dreaming paradox calls for second chairs to take a long-term view. They can have dreams, even though they are not in the top position, but they also need to discover contentment as God shapes their lives and guides their paths in the present.

Bill Hybels is absolutely correct when he says, “There’s nothing like the local church when it’s working right.” Realizing this potential requires a healthy collaboration between the senior pastor and a team of committed second chair leaders. When they master the paradoxes of leading from the second chair, they and their congregations will find fulfillment beyond their hopes and expectations.

Written for CCN, March 2006.

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