When we think about leadership in a company, that often means the president or CEO. But behind every top leader, whether you’re a CEO or a head of a division, is usually an even better No. 2. An organization cannot thrive without a strong No. 2. Dr. Bruce Miles, a friend of mine, even wrote a book about it, “Looking Out for No 2.”
Often times, several people may be identified as being second in command in a company, and in our case, I see that as a good thing. I think of the role of No. 2 as being dynamic depending on the circumstance. For example, when we’re refining sales compensation systems, our VP of Sales, Jonathan Warrey, functions as the No. 2. Conversely, if we are considering buying a company, our CFO Jennifer Mrozek plays that role.
So what makes a good No. 2? Whether you are leading a company or a department, here are some key qualities I look for:
- Be better at your area of responsibility.
Every one of my No. 2s is better than me in their respective areas – and that’s a good thing. Whether its finance or operations, they are identified as the experts. For example, I’m not a technical engineer, but our CTO is at the top of his field. He helps direct our company’s technology strategy, and personally I count on him to keep me informed about current trends in our industry.
- Don’t be a credit taker.
Good No. 2s (and all leaders and managers for that matter) are not credit takers. In other words, they’re focused on results and accountability and not who gets the credit. You’ll never hear our VP of Operations take credit for our successful Lean continuous improvement process. But I know it wouldn’t be sustainable without him. I understand the importance of continuous improvement in our company, but this is something I wouldn’t be very good at. It is way better that he takes the lead with this initiative.
- Develop and maintain trusted relationships.
Good No. 2s don’t work negatively behind others’ backs. They play it straight and understand trust goes both ways. They don’t undermine their trusted relationships. The way I try to support this is to have open dialogue with my No. 2s every day. They have demonstrated their trust by helping us navigate our company through both challenging times and focused growth. Our annual employee survey continues to validate they have also earned the respect and trust of their fellow employees.
As a No. 2 who became a No. 1, it was interesting to me that Dr. Miles' research indicated that most No. 2s don’t seek the top spot. They prefer focusing on their area of expertise and are very comfortable in that role. From my perspective, being a great No. 2 is a great career. I know our company would not have grown to be one of the leaders in our industry without the competence of our No. 2s. I’ll take a great leadership team over a great strategy any day.
So if you’re a No. 2 and don’t see yourself in the CEO chair, that’s OK. Be assured that your contributions will be a significant component of driving success in your company.
