Current thinking suggests that a Chief Operating Officer or a Chief of Staff or an SVP of Corporate Strategy are all roles that are expensive, create an unnecessary layer at the top and not obviously valuable to the CEO or organization. What are the other executives to make of such a role? A gatekeeper, no line responsibility, no accountability to the bottom line, a cost center? In all the ways that an organization is measured, how can you quantify the outputs of any of these right hand roles? When budgets are tight and there is slashing afoot, these are some of the first people on the firing line. I think that is horribly shortsighted.
Few executive roles have a broad view of the organization. Finance, HR, communications and strategy do but there is very specific functional expertise attached to those jobs. Although they may serve the whole system, they don’t necessarily have deep knowledge of the day in-day out work. CEOs reach out to the functional heads to get answers but who helps weave all the parts together? Sometimes the CEO can do that but his/her attention is diluted because of all the external responsibilities. Also, s/he may not get the most unvarnished data upon which to draw conclusions because of the status differential between the CEO and those on the ground.
How can the CEO know: if the strategy is being well implemented, if the critical priorities are on track, if various departments are operating productively, if the latest change initiative is taking hold, if there are pockets of resistance or rebellion, if there are under utilized superstars or if there are projects that should be ended? Back in the day, a Number Two person had the scoop. Since the early 2000’s those roles have been disappearing because consultants were claiming it was just an expensive extra layer with no obvious value.
I propose that it is time for the pendulum to swing back in favor of a right hand wo/man. Here’s why.
- Organizations need connective tissue. Try as they might, breaking down silos is still a big problem for organizations. Few leadership teams achieve a holistic, systemic approach to how they operate on a day to day basis. I’m not talking about those annual budget and strategy meetings; I mean getting the work done. Whatever collective agreements get made, everyone goes off into their own world to manage their slice. A great Number Two person sees across all these functions and helps create internal partnerships that aren’t obvious, knows who needs extra support and how to get those resources, steps in where necessary to keep things moving forward and tinkers around the edges. S/he has the broadest and deepest knowledge of the operations and people and can stitch pieces together to get the right things done.
- Individuals need a sounding board. There needs to be a safe place/person where people can vent, problem solve out loud and be less censored. This person keeps the confidences, is highly respected and trusted, tries to get people to work out issues and then sends them away to go forth and be productive. HR can be used this way but a Number Two is more immersed in the business and is granted more credibility.
- Someone needs to understand the politics without playing politics. Organizational dynamics can be infuriating, a time suck and unproductive. Someone who is perceived as neutral (the “ollie ollie oxen free” zone) can make useful suggestions to people about navigating the shark infested waters or how to steer clear of them. S/he can help individuals avoid career limiting moves or redirect attention to the important stuff. Best case scenario, Number Two can reach out to political animals and counsel them on how disruptive their behavior is and what to do instead.
- The CEO needs a close advisor who has the true pulse of the place. If there is a Number Two, it is safe to say that the CEO has selected the person because they can work well together. S/he trusts this person to speak up when it is important, address annoying but critical issues away from the CEO, push back and challenge him/her, serve the whole organization rather than a small fiefdom, be a sounding board, offer early warning signs of trouble, share insights about morale and tell the truth always.
- Without having a horse in the game, the Number Two serves the organization. Rather than bringing in the quarterly sales numbers or successfully launching a new product or orienting 35 new employees, there are no specific numbers this person must hit. Instead, s/he is helping others achieve their numbers. While divisional heads may use this as a way to dismiss the value of a Number Two, the organization at large is well supported by this person. In other words, everyone wins.
Can all this value be quantified? Nope. Do organizations know what they are missing without this person? Not particularly except for those mythic stories that float around the building about that long gone Chief of Staff who made the place hum. Do organizations understand what they are getting when they have a Number Two? Sometimes. Sort of. So if you can’t quite name it or measure it, how can you assign value to this role?
Have we really arrived at a place where only those things or people that have a numerical value are prized? Have we reduced the world of work to all numbers? Have we become so robotic that if someone isn’t directly contributing to the bottom line then they are fluff or overhead? I call bullshit. One of the greatest things a strong Number Two does for an organization is connection. Connection between people, projects, teams, functions, goals, opportunities, overlapping strategies and initiatives. Connection that closes the gaps between competing priorities and scarce resources. Connection to bring a wide swath of people together to solve extremely difficult problems. Connection between levels and across departments. Connection between people or activities that seem diametrically opposed. Connection to make the right stuff happen throughout the organization.
So before you consider eliminating a Number Two role in your organization because you can’t exactly define what this person does and what numerical value to assign, please stop. This may just be one of those positions that is not a commodity but can be Priceless.