Leading from the Middle: Takeaways from the LMA Second Chair Roundtable

For  the first installment of LMA’s 2026 Second Chair Virtual Roundtable Series, “The Invisible Load: Managing Pressure, Priorities, and Capacity,” participants gathered for a candid, peer-driven conversation about what it means to lead from the middle. Designed and led by LMA’s Education Advisory Council (EAC), the session explored how second chair leaders can manage increasing demands, strengthen trust with leadership and teams, clarify priorities, and make often-invisible contributions more visible.

The World of Second Chair At-a-Glance

• Second chair leaders translate complexity into action. They connect strategy, execution, attorney needs, leadership priorities, and team realities.
• Credibility and executive presence are built together. Preparation, ownership, clear recommendations, and follow-through create trust in the role over time.
• Capacity must be managed openly. Leaders strengthen trust when they clarify priorities, name tradeoffs, and protect time for the work that matters most.
• Invisible work deserves visibility. Coaching, connecting, advocating, and managing team dynamics are central to leadership, even when they are difficult to measure.
• Growth should be intentional. Professional development for second chair leaders is most valuable when it aligns with business needs, emerging skills, and long-term leadership goals.

Leading from the Middle Requires Translation, Judgment, and Trust

Participants described the second chair role as a bridge between firm leadership, attorneys, peer leaders, and teams. Leading effectively in that position requires more than passing information along. It requires judgment about what each audience needs, how to communicate priorities clearly, and how to preserve trust in both directions.

The discussion emphasized that strong second chair leaders help senior leadership understand the realities of execution while helping teams see the strategic purpose behind the work. Curiosity and humility are essential; leaders build stronger teams when they mentor, listen, ask questions, and create space for others to contribute insight.

Executive Presence and Credibility Come from Ownership

Rather than treating executive presence and credibility as separate skills, participants framed them as closely connected. Executive presence is earned through preparation, ownership, sound judgment, and consistent follow-through. Credibility grows when leaders develop expertise, understand the business context, offer a clear point of view, and explain the “why” behind their recommendations.

The group also discussed behaviors that can undermine trust: saying yes too quickly, overpromising, underdelivering, offering solutions before understanding the ask, hoarding information, or becoming defensive when priorities shift. Credible leaders ask before solving, use data and experience to ground recommendations, and share both challenges and wins with a “we” mindset.

Ambiguity Requires Questions, Data, and the Right People in the Room

Second chair leaders often operate amid unclear requests, shifting strategies, and competing expectations. Participants noted that ambiguity is best managed by slowing down long enough to assess how a new request fits with broader priorities. Asking clarifying questions, surfacing concerns, and checking in with senior leaders can prevent teams from absorbing conflicting priorities without context.

Data and visuals help create clarity. Competitive intelligence, scorecards, quarterly reporting, and visible progress markers allow leadership to see momentum even before a final outcome is reached. Participants also emphasized the importance of involving the right people at the right time and knowing when to step back so another priority can move forward.

The Invisible Load Needs to Be Named and Managed

A central theme was the amount of work that second chair leaders carry but that is not always seen, measured, or understood. Participants named people management, emotional labor, coaching, connecting colleagues, knowledge management, advocating for team members, and moving between strategy and execution as essential parts of the role. These responsibilities directly affect team health, attorney experience, and the firm’s ability to execute.

Capacity management emerged as one practical response. Team huddles, skills audits, cross-skilling, time blocking, and regular reviews of priorities can help ensure the right people are focused on the right work. Protecting time is not about disengagement; it is about creating enough space to lead effectively.

Professional Development Is Most Valuable When It Is Intentional

Participants encouraged second chair leaders to be purposeful about growth. Rather than trying to learn everything, leaders should focus on opportunities that align with current business needs, emerging skills, and long-term goals. Industry events, professional organizations, speaking and writing opportunities, outside groups, coaches, and cross-industry perspectives can all expand leadership capacity.

The conversation also reinforced that growth often requires creating opportunities rather than waiting to be noticed. That may mean advocating for the team, stepping into leadership gaps, volunteering for new projects, or helping define what leadership can look like.

Ultimately, the second chair role is about translating complexity into action, creating clarity amid competing priorities, and elevating the work of others.

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Related Reading 

The Power and Paradox of Second Chair Leadership