Decision Making for Number Ones and Number Twos

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Recently I had reason to reflect on the differences between being CEO and COO--often referred to as the "Number One" and "Number Two" executives in an association. I've been in both positions over the course of my career, and thinking about the kinds of decisions that get made in each position helps illuminate some of the misunderstood differences between them.

A Number Two is generally focused on operations. His decisions impact the organization in the near-term. We're going with this vendor. We're hiring this speaker for the conference. We're selling these products from our online store. The results of these decisions manifest in relatively short periods of time, and when they do, it's generally easy to see if they were successes or failures. And the only person he has to convince he is right is his boss.

A Number One, in contrast, is usually focused on strategy. Her decisions impact the organization in the long-term. We're moving into this new service area. We're bringing this kind of person into our leadership. We're branding the organization around this theme. The results of these decisions manifest in relatively long periods of time, and when they do, not everyone will agree if they were successes or failures. And there is no end to the number of people she has to convince she is right--her Board, her members, her staff.

Two different jobs; two different realms of decision-making.

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This post was written by Eric Lanke, an association executive, blogger and author. For more information, visit www.ericlanke.blogspot.com, follow him on Twitter @ericlanke or contact him at eric.lanke@gmail.com.