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3. Let the leader build a team. Second-chair leaders who are qualified to be first-chair leaders need to have the freedom to build their own teams. They should be able to recruit and lead their own people. (Again, I can offer this qualifier in every point, but this is with the understanding that there is an overall vision that must be maintained, and ultimately that vision-holder is the first-chair leader.)
4. Invite their input into larger decisions. This is huge. Second-chair leaders who could be first-chair leaders want to play a part in the overall strategy and implementation of the organization. They have ideas. They have energy to invest in them. They want to make a difference. If you want to keep them, you have to give them a seat at the lead table.
5. Give them a voice. This goes with the last one, but not only should they have a seat at the table, but their input should matter. Their opinion must make a difference in the overall direction of the organization. The weight of their suggestions must be valuable in making final decisions. Hypercontrolling leaders will have a very hard time with this one, but it’s critical to retaining the best “first-chair minded” second-chair leaders.
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