Which definition of Second do I reflect more to?

In my previous post, “What is a Second?”, I explored the core traits and identities of a Second. But as outlined in How to Be Second, there are two unique types of Seconds: 2s and 2iCs. While both share foundational traits, they also have subtle yet important differences that define them.

In this post, I want to reflect on which type of Second I resonate with the most—and why it’s empowering to embrace my unique Secondness.

Defining 2s and 2iCs

To start, here’s a quick breakdown of the two definitions from How to Be Second:

• Seconds: An umbrella term for individuals with a unique identity—a combination of talents, behavioral tendencies, and cornerstone traits. Seconds aren’t defined by their role, but by the value they bring to it.
• 2s: The majority of Seconds. 2s excel in processes, systems, and structured execution.
• 2iCs: A smaller subset of Seconds. 2iCs (Second in Command) often operate at high levels, directly supporting a First. They thrive in roles like COO, Chief of Staff, or other executive-level positions.

Both types excel at followership—a cornerstone trait that transforms ideas into reality. As Derek Sivers puts it, “The first follower is what transforms a lone nut into a leader.”

The Traits I Resonate With

In reading How to Be Second, several traits and concepts deeply resonated with me:

1. “I get processes in a way that other people just won’t.”
   I’ve always had a natural ability to understand systems at their core. Whether it’s automating workflows or optimizing team operations, I see foundational concepts and navigate through them effortlessly.

2. “I’ve been quicker to apologize when I slip into ‘I’ll do it myself’ mode.”
   As a Second, it’s easy to take on too much. But I’ve grown to recognize when I’m overstepping and to step back faster—an essential skill for sustainable leadership.

3. “I’ve focused my learning on systems instead of everything.”
   I know I can’t know everything. Instead, I’ve learned to focus my energy on understanding systems—how things work, why they work, and how to make them better.

4. “I don’t have an inclination to be a First in Command.”
   I’ve never been drawn to the First role. The energy, visibility, and responsibility it demands aren’t where I thrive. Instead, I find fulfillment in supporting a vision, building systems, and driving execution.

5. “Video games are a place to escape into pre-built systems I can optimize.”
   Video games are a perfect analogy for how I work. I love diving into existing systems, understanding the mechanics, and optimizing my way to success—no chaos, no guesswork, just structured progress.

Owning My Journey: A Stint of Different Roles

I’ve lived this line from the book: “Owning your Secondness will mean spending a stint of your life filling a bunch of different roles.”

My career path has included roles like:

• HR
• Recruiter
• Project Manager
• Systems Automation Specialist
• Product Manager
• Executive Assistant
• Software Development Manager
• Delivery Director
• COO
• Shopify Developer

At first, I felt uneasy jumping between roles, as though I lacked direction or consistency. But How to Be Second reframed this experience for me:

“Own that, and let them represent you unabashedly. But remember, you are not the role. You give just as much value to the role you’re in as it gives to you.”

No matter the title or position, my Second identity remains constant. I bring value by optimizing systems, organizing chaos, and empowering teams to succeed.

Game-Changing Followership

One of the most profound concepts from the book is that Seconds are the ultimate followers—not in a passive sense, but as game-changing followers.

• Followership is a skill that requires buy-in, collaboration, and alignment with a leader’s vision.
• Seconds excel at transforming ideas into reality. We bring structure, plans, and momentum where others might bring random energy.
• When Seconds join a team or vision, we double the potential of success rather than divide it.

This resonated with me because I’ve been the game-changing follower in almost every role I’ve held. I’m energized by bringing clarity to chaos, supporting leaders, and seeing the team thrive.

As the book puts it:

“If you’re willing to buy into what already gives you energy, you’re basically the make-or-break component of whether things work and grow or don’t.”

Owning My Secondness

As Seconds, we’re not responsible for everything—but sometimes it feels like we are. Why? Because we understand it. We see the systems, processes, and interconnections that others don’t.

Owning my Secondness has been a journey of self-discovery and growth. I’ve learned to embrace my unique identity and the value I bring to every role, team, and project.

To all the other Seconds out there: own your Secondness unapologetically. Whether you’re a 2, a 2iC, or still figuring it out, you are the game-changer that makes visions become reality.

Understanding the Role of a 2iC and Why I Resonate More with It

As I reflect on my leadership and management style, I've come to realize that while I share traits of both 2s and 2iCs (the second-in-command in teams), I resonate more strongly with being a 2iC. This role goes beyond simple management and is defined by a unique approach to leadership, systems, and long-term thinking. Here's why I align more with the 2iC role, based on key observations and comparisons with 2s:

1. The 2iC Mindset: Revolting Against Disorganization

"2iCs would be likely to revolt upon setting foot in the door of most places like that."
This statement captures the essence of how 2iCs approach their environments. We are often discomforted by disorganization and inefficiency, something I can deeply relate to. If I walk into a situation where systems are lacking or misaligned, it’s hard for me to stay passive or indifferent. I immediately start thinking about how to correct or optimize processes for the long-term success of the team.

2. Time Perspective: Seeing Beyond Immediate Needs

"Seconds tend to see a little further out, with just a couple of distinctions: 2s tend to mentally live between days and seasons as their important and critical points, where 2iCs tend to live in the month to a year area."
This difference in time perspective is crucial. While 2s are focused on the immediate day-to-day needs of the team and the short-term goals (living between days and seasons), 2iCs operate with a longer-term vision, typically looking at months to a year. I find myself more aligned with the latter: I think in terms of sustainable outcomes, setting up processes today that will improve efficiency tomorrow and next year.

3. Guiding Principles Behind Leadership

"When you find a 2iC leading the charge, you can probably guess that there’s some guiding principle at work."
A core feature of a 2iC is that their leadership is always driven by underlying principles. In my experience, leading a team isn’t about simply managing people—it’s about creating a structure that ensures the team can succeed, even in challenging conditions. This strategic mindset is what guides 2iCs, as they look at the bigger picture, not just the immediate hurdles.

4. Structural Care vs. Personal Care

"2iCs tend to care for their teams on a structural level. 2s might immediately think about what could be done to care for that person and bring them back into function with the team. A 2iC’s first thought would be to cut the person from the team. To the 2iC, this isn’t callous; it is their version of care. They see issues with people as structural."
This distinction is perhaps the most significant difference between 2s and 2iCs. A 2 is focused on bringing an individual back into the fold, caring for their emotional and personal needs to make them functional again. Meanwhile, a 2iC sees issues as structural. If someone isn’t performing, rather than offering temporary fixes, the 2iC will consider whether that individual should remain on the team at all. It’s not about being callous—it’s about optimizing resources for the overall benefit of the team. For example, if one person’s struggles are taking time away from the rest of the team, a 2iC will address the root cause to prevent long-term disruption.

5. Systems-Focused Leadership

"2iCs tend to be systems-focused for their teams."
As a 2iC, my leadership style is driven by a focus on creating efficient systems that enable the team to perform at its best. Rather than responding to every individual need immediately, I prefer to put structures in place that streamline the team's processes. This allows everyone to work more autonomously, with clear expectations and boundaries, all while making sure that the team is set up for sustained success.

My Alignment with the 2iC Role: The Key Takeaways

From my personal experience, being a 2iC involves taking a long-term, systems-oriented approach to leadership. I think strategically, looking beyond immediate needs to focus on creating structures that improve the team’s overall performance. In contrast to 2s, who are more focused on short-term solutions and interpersonal care, 2iCs prioritize sustainable, systemic changes that align with a larger organizational vision.

Whether it’s revamping a system to better serve the team or making tough decisions to ensure alignment, the 2iC mindset allows for leadership that is both caring and pragmatic. I find comfort in this approach—knowing that creating the right environment for the team often means tackling challenges from a structural, rather than personal, perspective.

In conclusion, while 2s and 2iCs both play crucial roles in leadership, I resonate most with the 2iC style, where systems, long-term strategy, and structural care take precedence. This role is not about being cold or uncaring, but about ensuring the team functions smoothly over time, making tough decisions for the greater good, and guiding the team with a clear vision of what the future can be.