When I first stepped into ministry, I believed this was the lane I was meant to run in. Mentors, professors, even denominational leaders affirmed it—telling me I was a natural fit for a second-chair role, more so than church planting or senior leadership. They saw my strengths clearly... or so I thought.
But the reality has looked very different.
Time and again, I’ve found myself placed in assistant or support roles—not because I lacked capacity, but because those roles were “stepping stones” to something greater. Or so they said. The promise was always, “We see leadership in you—this is just the beginning.” But years later, that “beginning” has never progressed.
The result? A resume that doesn’t carry the titles some expect. A portfolio full of real work, real leadership, and real fruit—hidden behind the wrong job descriptions. I’ve started to wonder what’s actually being said when the encouragement to "wait" never turns into opportunity. What are the unspoken barriers?
So here's the hard questions I’m wrestling with:
What do you do when the paper trail doesn’t lead to the second chair?
How do you prove you’re already operating at that level—without the title to match?
And is it possible that the gatekeepers don’t recognize the second chair when it doesn’t look like them?
This is a meaningful question and I am glad you asked it. I’m sure many others have the same experience. A few initial replies to continue the conversation:
1-part of the problem is many don’t have a full time second chair role till after 45 or 50. I got into the role early. Many ear their cred with decades of other kinds of experience—as you are
2-I’ve also noticed many get a second chair role with someone they already know or have worked with. So it can be about that timing
3-one of the best ways to prepare beyond what I’ll say in Part 2 is supervising other staff—even 1 or 2 and being good at developing them and of course developing volunteers into super bold
4-of course getting passed over for roles gets frustrating … BUT being a “second chair” for those over you even if they AREN’T the top dog is worthwhile and prepares us well, and can be fulfilling. I’m finding some joy doing that myself these days as I got out of top level leadership and I’m way down the org chart now, but still trying to help my leader succeed as a quasi-second chair (not in title) to him.
Sorry there is frustration here but thanks for sharing. No doubt others feel the same. Keep working!
This is interesting information and shows that it isn’t so much a job you apply for as much as end up in at some point. It also seems to be about what is needed….2nd chair itself isn’t a job description as much as where the role sits. I know of assistants who are incredible 2nd chair leaders because of their influence and knowledge.
Yeah that is true in some ways. It’s a pretty weird and rare role in a way. I wish that were not so. For instance, Dan Reiland, and I worked to gather second chairs once at a conference, and at another point Jason Berry and I did the same down at 12Stone, and each time we could only find a few dozen Wesleyans to invite. I still have those lists saved in a spreadsheet actually and know them all personally. Kind of a small pond.
When I first stepped into ministry, I believed this was the lane I was meant to run in. Mentors, professors, even denominational leaders affirmed it—telling me I was a natural fit for a second-chair role, more so than church planting or senior leadership. They saw my strengths clearly... or so I thought.
But the reality has looked very different.
Time and again, I’ve found myself placed in assistant or support roles—not because I lacked capacity, but because those roles were “stepping stones” to something greater. Or so they said. The promise was always, “We see leadership in you—this is just the beginning.” But years later, that “beginning” has never progressed.
The result? A resume that doesn’t carry the titles some expect. A portfolio full of real work, real leadership, and real fruit—hidden behind the wrong job descriptions. I’ve started to wonder what’s actually being said when the encouragement to "wait" never turns into opportunity. What are the unspoken barriers?
So here's the hard questions I’m wrestling with:
What do you do when the paper trail doesn’t lead to the second chair?
How do you prove you’re already operating at that level—without the title to match?
And is it possible that the gatekeepers don’t recognize the second chair when it doesn’t look like them?
This is a meaningful question and I am glad you asked it. I’m sure many others have the same experience. A few initial replies to continue the conversation:
1-part of the problem is many don’t have a full time second chair role till after 45 or 50. I got into the role early. Many ear their cred with decades of other kinds of experience—as you are
2-I’ve also noticed many get a second chair role with someone they already know or have worked with. So it can be about that timing
3-one of the best ways to prepare beyond what I’ll say in Part 2 is supervising other staff—even 1 or 2 and being good at developing them and of course developing volunteers into super bold
4-of course getting passed over for roles gets frustrating … BUT being a “second chair” for those over you even if they AREN’T the top dog is worthwhile and prepares us well, and can be fulfilling. I’m finding some joy doing that myself these days as I got out of top level leadership and I’m way down the org chart now, but still trying to help my leader succeed as a quasi-second chair (not in title) to him.
Sorry there is frustration here but thanks for sharing. No doubt others feel the same. Keep working!
This is interesting information and shows that it isn’t so much a job you apply for as much as end up in at some point. It also seems to be about what is needed….2nd chair itself isn’t a job description as much as where the role sits. I know of assistants who are incredible 2nd chair leaders because of their influence and knowledge.
Yeah that is true in some ways. It’s a pretty weird and rare role in a way. I wish that were not so. For instance, Dan Reiland, and I worked to gather second chairs once at a conference, and at another point Jason Berry and I did the same down at 12Stone, and each time we could only find a few dozen Wesleyans to invite. I still have those lists saved in a spreadsheet actually and know them all personally. Kind of a small pond.