Leading from the second chair

Biblical second chair leaders What role does this second chair leader play? What was their relationship like with their first chair leader? What qualities, characteristics, competencies does the second chair leader have?

The three paradoxes of second chair leadership Subordinate-Leader (relationship) Deep-wide (work habits) Contentment-Dreaming (emotion) Subordinate-Leader (relationship): both subordinate to others as well as a leader in your area. Deep-wide (work habits): Your role is narrower and deeper than a first chair leader, and at the same time, you have to have broad organizational perspective Contentment-Dreaming (emotion): You are expected to be content within the confines of the role you have, and yet you have dreams for yourself and perhaps the congregation. Dreams you might not feel you have the authority to pursue.

Questions for small group discussion Which Biblical second chair leader do you identify with and why? Which of the paradoxes do you experience in your role and what is that like for you? What is the genius of the “and” in the paradoxes?

Session 2: Authority, influence and leadership from the second chair

In exchange for a service Authority In exchange for a service We'll give you power Formal? Or informal?

Pondering… What authority do I have? Formal and informal? What does my leadership look like? How do I ‘manage up?’

Questions for small group discussion What informal authority do you have and how can you develop more? Can you think of a time you had to use influence skills to get something done, or fix something? Share with the group.

Session 3: Adaptive leadership and the second chair

The practice of mobilizing people to tackle tough challenges and thrive. What is adaptive leadership?

Adaptive challenges vs. technical problems Unknown solutions No experts to solve Requires changes in habit, lifestyle, values Includes loss Is risky Disrupts status quo Technical Problems Known solutions Call an expert No changes in habit, lifestyle or values Not inherently risky Maintains status quo

“Our work begins with the assumption that there is no reason to exercise leadership, to have a courageous conversation with a boss or a spouse for example, or to take a risk on a new idea, unless you care about something deeply. What outcome would make the effort and the risk worthwhile? What purpose would sustain you to stay in the game when it gets rough?” ~Ron Heifetz

What is your purpose?

Your purpose… Think of people you know who seem most conscious of their higher purposes and most true to them in their day-to-day behaviors and choices. What is it about these people that makes them so aware of and so true to their purposes? What effect do they have on you? What impact do they have on others? Write one sentence expressing your overriding sense of purpose. What have you been put on this earth to do? What brings you inexpressible joy or a sense of meaning? Keep rewriting the sentence until it connects with you below the neck. Think of an intervention that you’re leading to help your context address a particular adaptive challenge. Write a sentence that expresses the purpose that’s driving you to take on leadership.

How can you lead adaptive change from the second chair? YES, AND…

Some adaptive leadership practices Balcony and dancefloor Observe, Interpret, Intervene Experiment Productive zone of disequilibrium

Balcony and dancefloor

Interpret Intervene Observe Balcony Dancefloor

Experiment!

Questions for small group discussion What adaptive leadership practices can you make use of to increase your ability to lead from the second chair? What action/commitment are you taking away from this retreat?