Can You Lead From Tthe “Second Chair”?1
By Mike Bonem and Roger Patterson
“If you have the gift of leadership, then lead diligently” (Romans. 12:8, paraphrased). But is this verse only for “first -chair” leaders —, the person with the title of senior pastor? The scriptural exhortation to lead is not limited to one person in a church. In fact, if the senior pastor is the only person exercising the gift of leadership, a congregation is not reaching its greatest Kingdom potential.
SoSo, what does it look like for those who are in “second -chair” roles to lead? In our book, Leading from From the Second Chair, we define a second second-chair leader as “a person in a subordinate role whose influence with others adds value throughout the organization.” If you are a second second-chair leader, how can you use your gifts to lead diligently? And if you are the senior pastor, how do you take full advantage of the other leaders who serve alongside you?
As we have studied these questions, iLt is clear that leadership in the second chair is fundamentally different than fromfor first first-chair leaderships. It is also clear that Scripture has much to teach us on this subject. So wWhat is the best way to convey the importance, the challenges, and the potential impact of this role? We understand the unique nature of second second-chair leadership through a framework of three apparent paradoxes: subordinate-leader, deep-wide, and contentment-dreaming.
First Chairs Take Note
Last year, at a seminar in Springfield, Missouri, one second-chair leader, age 40, thanked us for finally validating his ministry. He said, “For the last 5 years I have been struggling in my spirit with my role as a second-chair leader. The second-chair conference helped me come to terms with my calling, its unique function in the Body, and how I am in the center of God’s will for this season of my life.”
Our experience is that this leader’s struggles are widely shared among his peers. While we are thankful to have a ministry of encouragement, we realize we are not the ideal source of affirmation for second-chair leaders.
Senior pastors need to take note of this hunger and need for validation in the lives of their second chairs. The marriage analogy we use to describe the relationship between first and second chairs has important implications for the senior pastor. Just as a marriage cannot thrive unless both spouses reach out to each other in love, the partnership between leaders requires intentionality on both sides. Ideally, the senior pastor should draw near to his subordinate; and, at a minimum, he should be receptive when the other takes the initiative.
First chairs, we hope you will look for opportunities to build the relationship and encourage your second chairs. But you also need to go beyond the warm and fuzzy affirmation stage. You need to acknowledge the unique gifts your second chairs bring to your congregation and release them to make a meaningful contribution. One of the most important roles for any first chair is to transfer authority to second chairs.
John 5:19 offers an important word for second chairs: Work within the boundaries established by your superiors. The passage, however, goes on to paint a picture of authority being given away: “For as the Father has life in himself, so he has granted the Son to have life in himself. And he has given him authority to judge because he is the Son of Man. For the very work that the Father has given me to finish, and which I am doing, testifies that the Father has sent me” (John 5:26,27,36).
As senior pastor, do you give your second chairs the opportunity to finish the job? to serve in their roles with authority? If not, what keeps you from doing so? Make the investment to help your second chairs grow as leaders. Show that you care for them and believe in them by coaching them, sending them to training events, and giving them opportunity to succeed (or occasionally fail).
Senior pastors, if your ministry is to thrive, you need capable and passionate second chairs to serve alongside you. We encourage you to reflect on the gifts and abilities of your subordinates; but, more than that, reflect on the ways you can change the organizational culture to enable second chairs to flourish. Find them, uplift them, and release them to lead to their fullest potential. As you do, God will bless you and them.
Mike Bonem, Houston, Texas
Roger Patterson, Houston, Texas
The subordinate-leader paradox recognizes that those in the second chair are called upon to lead, but they also answer to a “bosssupervisor.” They learn to lead without being at the top of the organizational pyramid because they understand that their authority and effectiveness is are dependent upon their relationship with their senior pastor.
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.
Subordination: Challenging, But Biblical
Many second second-chair leaders struggle in the tension of the subordinate-leader paradox. They know that they have the gift of leadership, but they feel unable to exercise it. This struggle often plays out in one of two ways. Because they feel hampered, some slip into a submissive and passive posture. They, following the orders of their first chair with little enthusiasm and a growing frustration. Others experience constant friction with their senior pastor. as tThey repeatedly take initiative, even when this is clearly beyond their authority. The former may eventually leave for greener pastures once the stress becomes unbearable. The latter may leave for any pasture when they are asked (or told) to exit.
At its root, the subordinate-leader paradox deals with issues of relational and spiritual vitality. It is relational, because effective second second-chair leadership is only possible in the context of a healthy, trust-based relationship between first and second second-chair leaders.
The analogy of a marriage is often used to describe this partnership., and aAn enduring, successful marriage is only possible when trust is established and maintained. The issue is also spiritual, because a clear understanding of Scripture and awareness that God is at work in both lives can completely reorient a second chair’s perspective.
The Bible is full ofcontains many examples of vibrant relationships between first- and second second-chair leaders:. You might think of Moses and Joshua, Elijah and Elisha, or and Paul and Timothy. But hHave you ever thought of God the Father and Jesus the Son as the original illustration of this subordinate-leader paradox?
Consider Jesus’ words in John 5:19: “The Son can do nothing by himself; he can do only what he sees his Father doing, because whatever the Father does the Son also does.” This statement about the eternal work of God expresses the subordinate-leader paradox better than we possibly cancould. A second-chair leader isAre you aware that you he can only do your his ministry because of the authority and permission that theyour first -chair extends to him. you? Without this, you a second-chair leader will accomplish little of lasting value in your his current place of service.
Jesus demonstrated a willingness and desire to only do His Father’s work. Whether we recognize it or not, wWe have been proclaimeding through the ages that the Son is subordinate to the Father. Our creeds and confessions speak of this, yet we have not reallyeither stopped to consider how it this played out in Jesus’ ministry,. nNor have we realized that this is an example of how second chairs should relate to their senior pastors as they serve together.
Let us clarify what we are and are n’t not saying. As our orthodoxy has expressed for centuries, the members of the Trinity are co-equal and co-eternal. This is critical in understanding this discussion about Jesus being subordinate to the Father, lest we fall into heresy by advocating the doctrine of subordinationism — the teaching, proclaiming that the Son and Spirit are later creations of God the Father. The distinction that theologians make is that the Son and the Spirit are subordinate to the Father in their administrative function (Bruce A. Ware, Father, Son, and Holy Spirit, Crossway Books, 2005).2 Wayne Grudem terms this “economic subordinationism,” in which the Son and Spirit are “equal in being but subordinate in role.,”3 (Systematic Theology: An Introduction to Biblical Doctrine, Inter-Varsity Press and Zondervan, 1994).
Scripture teaches us that God the Father had a redemptive plan that was to be accomplished through God the Son and God the Spirit. In the relationships within the Trinity, we see this picture of the Father, the source of ultimate authority, granting all authority to the Son (Matthew 28:18) to accomplish the redemptive mission that God the Father authored.
Look at these words from Jesus about His relationship to the Father::
Fo “Forr the Father loves the Son and shows him all he does. Yes, to your amazement he will show him even greater things than these. For just as the Father raises the dead and gives them life, even so the Son gives life to whom he is pleased to give it. Moreover, the Father judges no one, but has entrusted all judgment to the Son, that all may honor the Son just as they honor the Father. He who does not honor the Son does not honor the Father, who sent him”. (John 5:20-–23, NIV).
Jesus depicts a love relationship in which the Father shares His plan with the Son. Furthermore, the Father fully empowers and trusts the Son with judgment that will honor the Father. Out of this love, Jesus reflects a spirit of submission.
Others noticed Jesus’ constant expression of subordination during his His earthly ministry was noticed by others. The Roman centurion, someone who understood the vesting of authority, asked Jesus to exercise the authority granted to Him by God to heal his servant (Matthew 8:5-–13). We might paraphrase the centurion’s request: “Jesus, I too, just like Yyou, have authority because it has been granted to me by another. Please exercise the authority granted to Yyou to heal my servant.!”
As sSecond -chair leaderss, we often long to be granted authority without first making sure that we they are being subordinate to the authority figure that has been placed over usthem. We recognize that this analogy breaks down at many points because you second-chair leaders are not Jesus, and your the first -chair leader is not the Father. But when you second-chair leaders are submissive and subordinate to the authority that God has placed in your lifetheir lives, you they look like Jesus. You Second-chair leaders must realize that the only thing that youthey can control in your their interactions with your their first chair is your their portion of the relationship.
What is the most frequent advice we offer to second second-chair leaders? Draw near to your the first chair. Work diligently and intentionally to establish a strong relationship with the person that God has called as leadfirst-chair leader. Look for ways to build trust and demonstrate loyalty. Recognize what frustrates him so that you can avoid missteps. Be a student of his personality and preferences so that you can learn how to communicate in ways that are clearly understood.
This sounds like hard work, and it is, but the fruit in your life and your ministry will far outweigh the cost. Your leadership in the second chair requires that authority be granted to you, and this will only happen in the context of a healthy relationship with your first chair. As your senior pastor’s confidence and trust in you grows, your freedom to lead and ability to make a difference will increase exponentially. So, So iiIf you want to truly lead, to use your gifts to their full potential, to and to thrive in this paradox, practice subordination and draw near to your the first chair.
Beyond Subordination — The Deep-Wide Paradox
Having a great relationship with your the first chair is essential for those who seek to lead from the second chair, but it is not enough. The deep-wide paradox calls for second second-chair leaders to see the big picture, for their church, identify their church’s greatest opportunities or most pressing problems, and then take initiative in these areas. But if only one person does the initiating is done by just one person, the certain result is a burned--out, unsuccessful second second-chair leader. Effective second second-chair leaders work well with others ,by calling out people with different gifts to build a team. They know that the journey of ministry is more exciting and that the results are multiplied when the body Body functions in this way.
How do you view those who serve alongside you? When was the last time that you recognized your dependence upon the rest of your team? Joe Namath was recently asked whether he could be a Hall of Fame quarterback in this modern era of football. Namath’s response: “It depends on the horses in front of me. It is a team game and no one player can win without the rest of the team.””4
(Hannity and Colmes, Fox News Channel, November 29, 2006 Broadcast). Are you willing to play a team game? Ministry in the twenty-fir21st century is a team game. The sooner that all players are willing to do their parts to fulfill God’s vision, the sooner eternal victories will be wrought in and through the local church.
As a second second-chair leader , you needs to take the first step to create this collaborative environment. Your A simple admission that you he needs help will open the door to expand your his ministry. It will push you him to reach out to others and to include them in the process of developing solutions for your his most important needs. It will bring to light things that youhe would have never considered. And it will give others in your the church a greater sense of permission and freedom to make a contributioncontribute. God has assembled the body bBody of Christ with the necessary gifts to do the work He has called us the Cchurch to do (Romans. 12:3-–8;, 1 Corinthians. 12:1-–31;, Ephesians. 4:11-–13). When we the second chair fails to use these gifts, it is not just only a lost opportunity, but it is also poor stewardship.
Another glimpse of the relationships expressed in the Trinity can revolutionize the way we relate to those with whom we serve. Let’s ponder how the relationship between the Son and Spirit shows us a mutual dependence from which we can learn.
William Evans states, “How dependent Jesus Christ was, in His state of humiliation, on the Holy Spirit!” The Scripture portrays this dependence as Jesus was led into the desert (Matthew 4:1), anointed for service (Acts 10:38), crucified in the power of the Spirit (Hebrews 9:14), and raised by the power of the Spirit (Romans 1:4, 8:11).5 (The Great Doctrines of the Bible, Moody Press, 1980). Clearly, the Scripture shows us that Jesus’ accomplishments were made possible through the power of the Holy Spirit. Jesus was dependent upon the Spirit,! bBut do you realize that JesusHe was also in authority over the Spirit.?
The doctrine of double -procession teaches that the Father and the Son have the authority to send the Spirit. Jesus was dependent upon the Spirit, but He also was the one One to givewho gave the Spirit to His disciples. In John 15:26, Christ sayssaid, “When the Counselor comes, whom I will send to you from the Father, the Spirit of truth who goes out from the Father, he will testify about me.…..” And in John 16:7, He statesstated, “But I tell you the truth: It is for your good that I am going away. Unless I go away, the Counselor will not come to you; but if I go, I will send him to you.” Beyond being sent, the Spirit is directed by the Father and the Son:
“But when he, the Spirit of truth, comes, he will guide you into all truth. He will not speak on his own; he will speak only what he hears, and he will tell you what is yet to come. He will bring glory to me by taking from what is mine and making it known to you. All that belongs to the Father is mine. That is why I said the Spirit will take from what is mine and make it known to you”. (John 16:13-–15).
If the Son and Spirit are dependent upon one another to accomplish the redemptive mission of God, why do we pastors think that we they can go it alone? Why, are first first-chair leaders, are you slow to recognize that a significant way that God meets your their needs is through your their staff? Do you see yourFirst-chair leaders need to see their staff as God’s provision.? If not, how will you these leaders begin to change the way that you they view their staffm? (See sidebar for more “first chair” thoughts.)
What about you, second second-chair leaders? Do you respect and encourage your co-laborers, even when you become impatient with their inadequacies? On your church staff, do you bear with and forgive one another as Colossians 3:13 describes?
If our lives and our churches are not characterized by this spirit of humility and teamworkthis spirit of humility and teamwork does not characterize our lives and our churches, we should not think that we will not accomplish anything substantial for the Kingdom kingdom of God. If God the Son is dependent on the Spirit, and the Spirit is dependent on the Son, how can we second-chair leaders choose not to honor and be dependent on those that whom God has put around us them to fulfill His redemptive mission? Second Second-chair leadership requires that people who see God’s broader plan and know that joining Him in that His mission is not meant to be a solo journey.
Finding Contentment
The final paradox, contentment-dreaming, also has a clear spiritual and scriptural foundation. While the subordinate-leader paradox focuses on the relationship between first and second chairs, contentment-dreaming is rooted in the vibrancy of the second chair’s relationship with God. Unfortunately, many second second-chair leaders relegate God to the back seat when they are dealing with seasons of discontent or dreaming about their future. How do we know? Because we hear them talking about their frustrations in their current role, but not about what God is teaching them in their current midst of these circumstances. Or we hear them planning their next career move, and it sounds like as if they have orchestrated a man-made timetable.
Contentment is never possible unless we are following God. And dDreaming is never fulfilling unless it is inspired by the Lord inspires it. Think of the captivating stories you ’have heard of people ministering in the most difficult circumstances. What enabled them to continue day after day? What was their source of joy and strength when the fruit of their efforts seemed meager? These testimonies always point back to God as the source Source of their dream and their sustainer Sustainer in the midst of daily struggles. Why should the picture be any different for you those in your a second second-chair role? The words of the Ppsalmist have much to show usaid our understanding in this matter.
Psalm 37 teaches that those who wait on the Lord will inherit the Land (verses 9,11,22,34). The bumper sticker verse that we allmost people know and love is Psalm 37:4: which states, “Delight yourself in the Lord and he will give you the desires of your heart.” We love that, don’t we? Simply put, (and taken out of context, by the way) if you and Iwe delight in God, we are going towill get our stuff!what we want. We then define that “stuff” asWhat we want is the next move, the bigger church, and the anointing and opportunity to speak before our peers at our annual denominational meetings. We have big dreams, and we want them fulfilled now.!
At times we claim these promises and then walk away disappointed that because they have not come to fruition. That is, they have not come to fruition in the way and time that we wanted. We need to understand the context and meaning of this verse, realizing there is much that God longs to do much as we wait on Him. Psalm 37:4 does not stand alone. It is surrounded by instructions to Israel about their responsibilities while they wait upon the Lord. They are told to cultivate faithfulness, dwell in the land, trust in the Lord, do good, and commit their way to the Lord. He then promises to do what only He can do: “make their your righteousness shine like the dawn, and the justice of their your cause like the noonday sun” (vs.erse 5- 6).
We Most people can both testify to the struggle of waiting for the desire of our their hearts to bear fruit, and we assume that you can as well. If you second-chair leaders will be responsible to dwell, trust, commit, and cultivate faithfulness, you they can be encouraged that God will use this season of waiting to prepare you them to inherit the land that hHe has for youthem. In other words, God will use this season of uncertainty or turmoil to prepare you them for the dream that He has put in your their hearts. As you claim the promise of Psalm 37:4, embrace verse 7 as well: “Be still before the LORD Lord and wait patiently for him.”
Your leadership gift is a precious treasure from God. He wants you to develop this your gift to its fullest potential and to use it for His glory. The church needs you to thrive in your second second-chair role, whether that it is for a brief season or the rest of your ministry career. And wWe hope you will become increasingly more effective as you understand the paradoxes of second second-chair leadership.
Mike Bonem and Roger Patterson are co-authors of Leading From the Second Chair: Serving Your Church, Fulfilling Your Role, and Realizing Your Dreams. Both serve in second-chair roles at West University Baptist Church in Houston, Texas; Roger as associate pastor and Mike as minister of discipleship. For more information visit: http://www.SecondChairLeaders.com.
Endnotes
1. Portions of this article are drawn from Roger Patterson’s doctoral thesis, “A Theological Foundation and Workshop for Subordinate Leaders in the Local Church” (D.Min. Thesis, Southwestern Baptist Theological Seminary, 2006).
2. Bruce A. Ware, Father, Son, and Holy Spirit: Relationships, Roles, and Relevance (Wheaton, Ill.: Crossway Books,2005).
3. Wayne Grudem, Systematic Theology (Grand Rapids: Zondervan, 1995).
4. Fox News Channel’sHannity and Colmes (November 29, 2006).
5. William Evans, The Great Doctrines of the Bible (Chicago: Moody Press, 1980).
