Second best; next in line; first alternate. These are all ways of describing someone known as a "second fiddle" — usually not a flattering title for the person wearing it.

The Merriam Webster dictionary doesn't help matters when it defines second fiddle as having secondary status, or one that plays a supporting or subservient role.

This title usually conjures up images of being second rate, living in the shadow of the one in first place, or riding someone else's coat tails. I would venture to say it's not a position most people aspire to hold.

In my opinion, many "first fiddles" would not have achieved the success they did had it not been for the people who served as their second fiddles, or "sidemen."

Just about everybody knows Elvis Presley and the fame he gained in his career. What you may not know is that Scotty Moore, who served as Elvis's first guitarist, manager for 14 years and his sideman, was eventually inducted into the Rock and Roll Hall of Fame himself in 2000 in the sideman category.

Don Henley and Glenn Frey became famous with their band, The Eagles, but they were sidemen for Linda Ronstadt before going out on their own. Phil Collins was a sideman to Peter Gabriel in the rock group Genesis before taking over lead vocals after Gabriel departed the group.

Fourteen of the most famous second fiddles, or sidemen, in American politics were vice presidents who went on to become "first fiddles" of the United States. Several of them became legendary statesmen in their own right, making significant impacts on both American and international stages: John Adams, Thomas Jefferson, Theodore Roosevelt and Harry Truman, to name just a few.

"Second fiddles" aren't limited to just the world of music and politics. The business world is loaded with examples of executives who served as sidemen to much more recognized industry leaders.

John D. Rockefeller had Henry Flagler; Andrew Carnegie had Henry Frick. In more recent times, Bill Gates has Steve Ballmer; Mark Zuckerberg has Sean Parker; even the "Oracle of Omaha" himself, Warren Buffett, has Charlie Munger.

The value of the role

I think the role of second fiddle is grossly misrepresented, and the value they offer their counterparts is vastly understated. What's more, I believe the role of "second fiddle" is a vital one for any business leader.

I'm going to go way out on a limb and say that any of the second fiddles I mentioned could argue that the roles they played, and the contributions they made, played a significant part in helping their respective counterparts achieve the success and notoriety they enjoyed.

Every front man recognizes, and has a deep appreciation for, the invaluable contribution his sideman makes. And every sideman understands the critical role he plays with his front man.

Someone who knows a great deal about the subject of "second fiddles" is Ben Zander, conductor of the Boston Philharmonic orchestra. In his book The Art of Possibility, Ben tells the story of when he played in a string quartet with Robert Koff, the founding second violinist of the Julliard String Quartet. Ben came away from the experience convinced the real leader of the string quartet was actually the second violin. Not because he dominated the play, but because his part had all the inner rhythms and harmonies, influencing the rest of the quartet through the clarity and authority with which he played. In other words, he led the quartet from his role as "second fiddle."

The same can be said for accomplished "second fiddles" in business. Both first and second roles carry out highly complicated pieces as they perform. In business, "first fiddles" instinctively sense the presence of their sidemen and trust they will be there to fill in the details, pick up the pieces, and do the things necessary to help their front man, and the organization, succeed.

At the same time, the sideman trusts that his front man has his best interests at heart, that he knows where he's headed and that he'll do whatever is necessary to make sure he doesn't drive the business over a cliff.

In business, just as in music, sidemen are accomplished professionals. They know it's their strength and talent that helps their front man be a better business leader. Without their constant support their lead man might just be a soloist standing alone on a stage.

Acknowledging their value

Within even the most accomplished relationships between front men and sidemen, there exists a dynamic tension. Sidemen are sometimes frustrated because they don't get credit for the contributions they make, and front men may wonder why their sidemen don't show more initiative.

Ironically it's often this very tension that makes the two of them so good together. After all, if both had center stage at the same time, one would inevitably suck all the bright out of the spotlight, leaving the other standing in the dark.

Sidemen do their jobs best when they offer informed support to their lead man, not when they just tell him what they think he wants to hear or when they follow him blindly. Just as Ben Zander mentioned above, they are often the ones with the inner rhythms and harmony of the organization; the ones who bring clarity and authority not only to their role, but to the role of the lead man, as well.

Typically, they are among the few within the organization who can offer candid advice and opinions to the leader without fear of reprisal or earning the word "former" in front of their title.

Business leaders work best with sidemen who have a deep inner strength and confidence in their position. This is when front men feel least threatened by the candid, and often times blunt, input their sidemen may provide.

If you're in the role of a sideman and someone asks you what your job is, tell them with pride that you're a "second fiddle." Let them know you're happy with your role because it's from that position that you just might be helping to determine the direction of the company.

Chuck Violand understands the unique challenges of small businesses, having owned a commercial cleaning and water damage mitigation company for 26 years. He founded Violand Management Associates (VMA) in 1988 as a consulting, teaching and training resource for owners of small businesses. To learn more about VMA's services and programs, visit www.Violand.com or call (330) 966-0700.