The Pressures of an Executive Pastor: Leading from the Second Chair
Executive leadership is often romanticized as a position of power, influence, and impact. But for those in "second chair" roles—the executives, vice presidents, or senior leaders who report directly to the CEO, President, or Senior Pastor—leadership can feel like being caught in a relentless storm. You carry the weight of the vision cast from above, translating it into action through the organization, often with limited autonomy. You stand in the gap between the top leader’s expectations and the realities of execution, shielding them from the pushback while managing the frustrations of those below you. It’s an incredibly difficult and often lonely position.
For 38 years, I've led in organizations from the second chair -- 24 years as Executive Pastor, six years as Vice President in a faith-based business, and eight years as an executive leader in a not-for-profit ministry. I've coached hundreds of executive church leaders and have navigated the complexities of the chair.
If you’re in this role, I see you. I understand the tension you carry, the emotional toll it takes, and the pressure to execute decisions you may not fully agree with—all while maintaining unwavering loyalty. This article is for you: I want you to know you aren't alone, and I want to offer some practical strategies to help you navigate the complexities of leading up, leading down, and preserving your own emotional health along the way.
The Weight of Unrealistic Expectations
One of the greatest pressures of second-chair leadership is absorbing unrealistic expectations. The top leader sets the vision, often with ambitious (or even impossible) goals, and you are tasked with making it happen. Sometimes, these expectations come from leaders who don’t fully understand operational realities, and sometimes they come from narcissistic or detached leaders who are more concerned with perception than process.
Yet, your job is to translate vision into execution without betraying confidence or exposing internal dysfunction. You must motivate your team, inspire action, and handle the resistance that comes when employees feel frustrated by decisions they don’t understand or agree with.
Don't get me wrong--serving in a second chair is not a death sentence. It's the role I've chosen my entire career. I love working with a healthy visionary leader and putting feet to their vision. But it does not come without challenges. And sometimes you find yourself in the second chair under an unhealthy leader. The question is: how do you lead well in this environment without breaking under the weight of it all?
Leading Up: Managing Your Boss
Clarify Expectations Early and Often – Push for specifics when vague directives come down. Ask, "What does success look like in concrete terms?" If expectations seem unreasonable, present data and operational realities to frame a more informed discussion.
Find the "Yes" Behind the "No" – Instead of just pointing out why something won’t work, present alternative approaches. Leaders respect problem-solvers, not roadblocks. You might internally be feeling, "Is he absolutely crazy?", but it would be better to drop back, gather your thoughts, and then say, "We could absolutely do that, but there will be a cost. There will be some other things we can't do. How about if we did this instead?"
Anticipate and Adapt – Know your leader’s blind spots. If they tend to over-promise or shift direction frequently, anticipate what that will mean for execution and stay ahead of the curve in adjusting expectations. If your leader is an idea machine, wait until you hear the idea repeated in different settings before you start executing. It will save you some needless efforts.
Manage Their Perception – Sometimes, your leader is more concerned about optics than process. Understand their motivations, and frame your communication accordingly to help them see the best path forward while protecting the integrity of execution.
Be a Trusted Counselor, Not Just an Executor – If your leader trusts you, they will be more open to influence. Build that trust over time by proving that you have their best interests—and the organization’s—at heart.
Leading Down: Supporting Your Team
Be Honest, But Strategic – You don’t have to agree with every decision, but you do have to own it. Find a way to communicate direction with authenticity while preserving morale.
Protect Your People – When you can, shield your team from unnecessary chaos. Advocate for them, push back when needed, and create a stable environment amidst shifting priorities. Your boss may be upset or frustrated, and you will need to filter that energy while maintaining the urgency.
Translate Vision into Meaning – Employees want to know why something matters. Even if you disagree with a direction, find the bigger picture that gives the work significance.
Encourage Healthy Dissent – Create a culture where feedback is welcomed, even when decisions are final. People want to be heard, even if their perspective won’t change the outcome.
Celebrate Wins and Give Credit – When things go well, lift up your team and share success. When things go poorly, absorb the criticism as much as you can without passing blame downward.
Leading Yourself: Protecting Your Emotional and Mental Health
Recognize That You Are Not the Savior – You cannot fix everything. Some decisions will be out of your hands. Focus on what you can influence, and let go of what you cannot.
Find a Trusted Confidant – You need a safe space to process your frustrations. Whether it’s a mentor, a coach, or a peer in a similar role, find someone who understands your position. It's best if this person is not on your staff or in your church.
Develop Emotional Detachment Without Apathy – Care deeply about your work, but don’t let it consume your identity. Find ways to separate your worth from the outcomes of decisions you don’t control.
Prioritize Rest and Renewal – Burnout is real. Guard your time, establish rhythms of rest, and don’t neglect your personal well-being in the name of organizational success.
Keep Perspective – At the end of the day, your job is important, but it is not ultimate. Your faith, family, and personal integrity matter more than any title or leadership challenge.
Last Thoughts
Being in the second chair can feel like an impossible balancing act—managing up, leading down, and protecting your own well-being in the process. But know this: your leadership matters. You are the glue that holds an organization together. You are the one who turns vision into reality, who ensures that people are cared for even in the midst of difficult transitions, and who carries burdens few understand.
So, take a deep breath. Find strength in the calling, wisdom in the process, and courage to lead with conviction, even when the weight feels heavy. You are not alone in this journey.