It’s often the classic Catch-22 syndrome at work – the second in command is an unsung entity, selflessly committed to the organisation for a thankless cause and then, in many cases an indispensable commodity every leader needs and wants to retain as long as he/she can.
Why then is the ‘Number Two’ down-played to the extent that all critical analysis for shortcomings are reserved for them while the credit for good work done is appropriated by the ‘Chief’ seizing the right platform to claim it ?! Having seen this, many management gurus say ‘ a leader is as good as his team’ and you’re a lucky boss if you have a capable deputy !
One of the best attributes of good deputy is playing the problem-solver, shock-absorber role and protecting the ‘Numero-Uno’ from facing unpleasant situations, allowing them to focus on the key areas of core business related decisions. Part of a person’s ability as the second in command, therefore, includes obvious traits such as responsible and dependable, but higher weight needs to be given to being loyal yet unobtrusive.
Despite the aura of indispensability, the deputy must not seem to look ‘more loyal than the king’, try to corner glory even if rightfully earned and be motivated enough to trudge along even without much recognition, for the ‘prime show time slot’ must be unfailingly kept for the superior ! I had once introduced ‘My Boss’ before his speech in a rather elaborate fashion and also dwelt on his subject a bit – result was, he got pretty uptight hissing under his breath ‘if you’ve said it all, what’s left for me ! ’
An interesting situation arose in a Test match between India and Australia ( Mar’17), its importance paramount being the decider for the series. Ace winning captain and leader, Virat Kohli was unable to play due to injury.The low-profile Vice-captain, Ajinkya Rahane took over as captain for the first time under pressure. Being different in every way, he chose to follow his own leadership style of silent aggression and the rest is history! Rahane proved that 2IC can be as good, given the opportunity.
What then, is the message for the indefatigable ‘Second Man/Woman’ ? The fine art of succession planning in organisations calls for developing people for higher positions through working in close proximity with good leaders. Sadly, not all bosses are willing to let go their hegemony even for a second, forgetting their roles of mentors and nurturers in the process.
A wise deputy will learn from his/her experience the ‘tricks of the trade’ and survival skills to carve a niche, moving out of the proverbial shadows of the huge oak tree ! As the Bard says ‘ there is a tide in the affairs of men, which when taken at the flood, lead on to fortune… ‘
Working on Living 