Leading Behind the Scenes

In a world obsessed with the spotlight, we often forget that some of the most vital leadership contributions happen when leading behind the scenes.

Last year, my colleague Wendy Loewen and I participated in a leadership development program called the “2-I-C” (“Second-in-Command”), offered through BDC. Wendy and I hold similar roles in our organization, both supporting our CEO, who was involved in a separate executive leader cohort. Since then, I’ve often reflected on what it takes to be an effective second-in-command – whether in an organization, on a committee, or within a project team.

Over time, I’ve come to appreciate that being great in this role demands a unique blend of skills and qualities. While it may appear to be simply a supporting role to a higher authority, it’s much more than that. It’s a form of leadership rooted in humility, clarity, emotional intelligence, and a willingness to serve someone – and something – greater than oneself. I’ve come to see it as a unique leadership identity, grounded in trust, vision, and a deep commitment to teamwork.

When It Comes Down to It, Second-in-Commands Are Everywhere

From assistant coaches and executive assistants to committee organizers and operations leads, those second-in-command are the right-hand strategists and behind-the-scenes drivers who hold it all together.

The Unique Responsibilities of a Second-in-Command – Leading from the Middle

Though the specifics vary, the essence of this role remains the same: You are the force that keeps the mission moving forward. Your job is to make the leader’s vision actionable, sustainable, and clear to others. You’re close enough to the top to shape decisions, and close enough to the ground to understand how they play out in real time. That might mean translating abstract ideas into concrete plans, addressing gaps, or taking on unglamorous but critical tasks.

A former committee teammate once called this role “being the glue.” She wasn’t the chair, but she sent reminders, documented decisions, brought resources (sometimes coffee!) to meetings, and synthesized input from diverse voices. “I don’t mind being invisible,” she told me. “I just want to make sure our committee achieves what we set out to do.”

Leading from the middle is a form of leadership rooted in humility, clarity, emotional intelligence, and a willingness to serve someone – and something – greater than oneself.

The 5 Superpowers of a Great Second-in-Command

1. Situational Awareness

Exceptional second-in-commands are tuned in. They detect tension, spot friction, and anticipate roadblocks before they become problems. They pay attention to what isn’t being said and help ensure the right people are informed and engaged when challenges arise.

2. Emotional Intelligence and Trauma-Informed Leadership

A strong second-in-command leads with curiosity and compassion. They understand that behind every silence or resistance lies a story. Rather than pushing forward blindly, they ask: What does this person need to feel safe or seen right now?

I recall working with a staff member who began skipping our daily huddles. Instead of escalating the issue, I checked in privately. She was grieving a personal loss and didn’t have the emotional bandwidth to engage in work the way she usually does. By making space for her experience, we created a more flexible and supportive approach that allowed her to stay connected.

3. Relational Intelligence and Collaboration

Second-in-commands often manage relationships up, down, and across the organization. We act as translators – between big picture vision and daily operations, and between departments with different priorities and cultures.

This requires curiosity, empathy, and clear communication. It also means knowing when to object with grace/sensitivity and when to support with enthusiasm.

4. Initiative and Follow-Through

The best second-in-commands don’t wait to be asked – they identify gaps and step in to fill them.

At a previous nonprofit job, my supervisor was overwhelmed by competing demands. She didn’t have time to support a key project rollout. Quietly, a colleague and I created an internal tracker, set up a progress schedule, and began testing project outcomes. That initiative kept us on track,  and eventually helped shape a valuable client training program.

This is the essence of the role: See the problem, solve it. No need for fanfare.

5. Trust and Alignment (Managing Up)

This role relies on trust – especially with those in higher leadership. Leaders must know they can count on you not just for execution, but for accountability, discretion, and ethical grounding.

More than formal check-ins, I’ve found that regular, candid conversations are essential for building alignment. As organizations evolve, these relationships must be flexible enough to handle growth, and even occasional disagreement.

A great second-in-command can gently raise the question, Should we reconsider this? even when others are charging ahead. Seamless managing up happens when mutual trust runs deep.

The best second-in-commands don’t seek the spotlight, but they are the ones who make it possible for others to shine, ensuring the success of the entire team and organization.