The line about Ginger Rogers doing everything Fred Astaire did, only backwards and in high heels, is often attributed to Rogers. It actually came from a 1982 Frank and Ernest cartoon by Bob Thaves. But it is a useful way to think about organisations. Most have a Fred Astaire: the founder, chief executive or leader with the ideas, the profile and the freedom to point at the horizon and say, “We should go there.” And most successful organisations also have a Ginger Rogers.
The Ginger may be a COO, chief of staff, co-founder, executive assistant, head of operations or someone with no obvious title at all. They take the idea and work out how to make it happen. They translate between the person at the top and everyone else. They know who needs to do what, what will get in the way and what has been tried before. They make decisions executable. This is not simply support work. Fred and Ginger are doing different jobs, and the performance depends on both.
Marc Andreessen and Ben Horowitz are a good example. When they started Loudcloud, Andreessen did not want to be chief executive. He said he could contribute more if he was free to be inconsistent, impatient and full of new ideas. He wanted Horowitz, whom he regarded as an exceptional manager, to run the company. There is something recognisable in that division of labour: one person pushes, provokes and imagines; the other builds the organisation capable of acting on it.
We tend to tell company stories through the Freds because they are easier stories to tell. There is a protagonist, an idea and a name. But organisations also need people who can turn ambition into action without necessarily owning the spotlight. There are different kinds of organisational talent, and the visible person cannot do the dance alone. Who is the Fred Astaire in your organisation? Who is the Ginger Rogers? And do you value both?