COO Forum® - Blog , COO Role

You’re Not the COO I Hired: How COOs Can Find and Sustain Alignment

Tue, 30 Sep 2025 18:05:05 +0000

👂Listen to You're Not the COO I Hired: How COOs Can Find and Sustain Alignment

Have you ever stepped into a new role with all cylinders firing ─ where everything feels easy? You make significant improvements early on, your CEO is singing your praises and you feel like a rock star. Fast forward a few years, and suddenly you feel like a stranger in your own organization. You rarely interact with the CEO, decisions seem to be made without you and you're left wondering what changed. Sometimes this can occur early on or over years of slow erosion. Either way, it can happen ─ and it happens to the best of us.

The COO role is often described as the riskiest seat in the C-suite. High turnover is common, expectations are fluid and your success depends as much on the CEO’s style as on your own operational chops.

In the Harvard Business Review classic, Second in Command: The Misunderstood Role of the Chief Operating Officer, Nate Bennett and Stephen A. Miles captured this truth bluntly: the COO’s fate is deeply contingent on the CEO.

Almost 20 years ago, Janet Boydell, Barry Deutsch and Brad Remillard relayed a similar alarm in You’re Not the Person I Hired! ─ warning that nearly half of new executives fail within 18 months. Together, the picture is clear: alignment isn’t optional — it’s existential. (And as one of my favorite books, I couldn't resist making a play on its title.)

A COO Forum partner and member favorite, Rachel Lebowitz, reminds us in Empowered COO that even when the structure looks solid, COOs who neglect their own empowerment, boundaries and inner narratives risk burnout and resentment.

I wrote this article because I want you to avoid the pain of CEO/COO misalignment. I want you to feel empowered and in control. I want you to contribute to your organization at your maximum capability. This article lays out a practical playbook: how to assess alignment during the interview process, how to invest in it once you’re in the chair and how to sustain it years into the future.

Before You Sign On: Interviewing for Alignment

Too many COOs take the job and worry about chemistry later. That’s a recipe for regret. Instead, treat alignment as a hiring filter.

1. Clarify the “why” behind the role.
Bennett & Miles identified several COO archetypes — from executor to heir apparent. Ask the CEO: Why are you hiring a COO now? If the answer doesn’t match your ambitions or capabilities, you’re mismatched before you even start.

2. Get role clarity upfront.
Push for a written charter: what domains do you own? Where do you have decision rights? How will disagreements be escalated? Vague expectations kill COOs faster than weak financials.

3. Probe for trust and conflict style.
Ask: When a past COO or executive challenged you, how did you respond? If the CEO bristles at the idea of pushback, you’ll either burn out or flame out.

4. Test psychological fit.
Lebowitz would say: listen for empowerment vs. permission. Does the CEO expect you to act with authority or constantly ask for permission? That subtle difference will dictate whether you feel empowered or diminished.

Early Tenure: Building Trust and Empowerment

Landing the job is just the beginning. Even a well-matched CEO/COO duo can drift apart without deliberate work.

1. Over-communicate early.
In your first 90–180 days, err on the side of transparency. Share progress, ask for feedback, and hold “alignment check-ins” that are about the relationship, not just metrics.

2. Establish your Leadership Avatar.
Lebowitz encourages COOs to articulate who they are in the role — how they show up, where their boundaries are and what’s non-negotiable. Share this with the CEO: I don’t respond after 8:30 unless it's critical. I need space to reflect before making counter-pivots. These ground rules prevent resentment from festering.

3. Practice assertive communication.
Don’t fall into the COO trap of always accommodating. Lebowitz’s advice: replace passive “softening” with clarity — Here’s my concern. Here’s what I propose. Here’s what I need.

4. Monitor for resentment.
Resentment is the canary in the coal mine. If you catch yourself thinking, Why wasn’t I looped in? or Why am I carrying all of this alone? — surface it in your 1:1s. Small cracks become chasms if ignored.

Long-Term: Sustaining Alignment Over Years

Even strong COO/CEO pairs need to revisit the foundation as the business evolves.

1. Revisit your charter annually.
Markets shift and priorities evolve. Yesterday’s COO scope might be outdated. Don’t assume continuity — renegotiate domains and escalation rules regularly.

2. Guard against drift.
Watch for temperature drops: 1:1s that feel transactional, expectations that shift without conversation or employees who start bypassing you for the CEO. These are early signs of relational erosion.

3. Renew your empowerment.
Lebowitz stresses the importance of re-checking your boundaries and identity. Have you slipped into martyrdom — working 70 hours, saying yes to everything, sacrificing your well-being? If so, you’ve lost alignment with yourself, not just with the CEO.

4. Align on ambition.
If succession is in play, make it explicit. If it’s not, calibrate your long-term role. Nothing undermines alignment faster than mismatched expectations about your future.

Why It Matters

Turnover is costly. Failed COO tenures destabilize the organization and drain trust.
Misalignment is avoidable. Most COO failures stem from mismatched expectations and weak relational infrastructure, not lack of operational talent.
Empowerment sustains longevity. The most successful COOs balance structural clarity with inner resilience and empowered boundaries.

Final Word

If you’re a COO (or aspiring to be one), your real job isn’t just running operations. It’s building, protecting and renewing alignment with your CEO — and with yourself.

Because in the end, operational excellence matters. But without alignment, the partnership won’t last long enough for anyone to notice.

The COO Steps Into the Spotlight: Leading Enterprise Transformation in the Age of AI

Mon, 01 Sep 2025 18:24:44 +0000

From the Shadow to the Spotlight

For decades, the COO has been seen as the operator behind the CEO’s vision. That dynamic is shifting—fast.

In 2025, the COO is no longer just the steward of execution. We are the architects of transformation, the integrators of human and machine potential and the visible leaders of enterprise reinvention.

The role of the Chief Operating Officer has always been elusive—there is no universal job description, and scope varies dramatically by company size, industry and leadership culture. Yet one truth binds COOs together: responsibility for making the business work.

Today, however, the role is no longer just about keeping operations efficient. It has become the nerve center of transformation—and the COO is increasingly stepping out from behind the shadow of the CEO to lead the most important enterprise shift of our era: the integration of artificial intelligence into the heart of business strategy.

Why Now?

The 2020s tested operations leadership like never before—pandemics, geopolitical volatility, ESG demands, hybrid workforces and supply chain shocks.

Now, one force is rewriting the playbook: Artificial Intelligence.

• 62% of companies have already embedded AI into at least one core function (Deloitte, 2024).

• By 2027, 80% of operational leaders will be directly accountable for AI-driven outcomes (Gartner, 2025).

This isn’t IT’s turf anymore. It’s ours.

From Executor ➝ Transformer

Traditionally, COOs have been the stewards of execution, ensuring strategies set at the top were implemented with discipline. But in today’s environment, strategy and execution are inseparable.

That’s why CEOs are increasingly turning to their COOs not just to manage efficiency, but to architect transformation:

AI deployment across workflows – From supply chain forecasting to workforce optimization, COOs are deciding where and how AI creates measurable value.
Cultural change leadership – Embedding AI isn’t about software; it’s about shifting how people work.
Resilience and sustainability – Integrating ESG metrics, risk frameworks and AI-driven scenario planning into daily operations.
Cross-functional innovation – Acting as integrators across marketing, finance, HR and IT to accelerate AI-driven performance.

The COO is no longer “second-in-command.” Increasingly, they are the chief transformation officer—the executive who makes the leap from AI experimentation to enterprise-wide adoption.

"We aren’t just running operations—we are re-wiring them."

AI as Your Strategic Thought Partner

At COO Forum, we’ve watched conversations shift dramatically. In 2023, members asked “What AI tools should I be exploring?” By 2025, the dialogue has advanced to “How do I embed AI in board prep, M&A due diligence and frontline decision-making?”

Forward-looking COOs are treating AI not just as a tool, but as a strategic thought partner—a system that challenges assumptions, aggregates insights and reveals non-obvious opportunities. This is the new frontier: COOs leveraging AI not only to reduce cost, but to create growth, resilience and strategic agility.

The Expanding COO Toolbox

AI is now the centerpiece, but it sits within a broader, expanded COO remit that includes:

Digital transformation and cybersecurity oversight
ESG accountability and regulatory compliance
Hybrid workforce management and talent upskilling
Investor confidence and board-level innovation narratives

A recent Spencer Stuart analysis underscores the shift: nearly half of COOs now bring prior backgrounds in strategy or finance, reflecting the hybrid leader companies now demand. This is a far cry from the traditional “operations-only” resume.

The Leadership Test of Our Time

Will some COOs evolve into “Chief AI Officers”? Perhaps. But the deeper trend is clear: the COO is reclaiming the center of enterprise leadership.

AI has created a new test of leadership—one that demands vision, speed, and execution. CEOs may set the tone, but COOs are now the ones wiring AI into the organization’s DNA, closing the gap between strategy and action and defining what operational excellence means in the AI era.

The COO is no longer just the steward of operations. In 2025 and beyond, the COO is:

The architect of transformation
The integrator of human and machine potential
The visible leader of enterprise reinvention

The role has never been more complex—or more critical. And for those willing to lead boldly, the future belongs to them.

Coming Soon!

The 2025 State of AI in Operations Study / AI COO Certificate Program

We've partnered with AI Leadership and Geoff Woods to not only survey top COOs about their AI readiness and usage, and to turn those insights into a practical playbook and the upcoming AI COO Certificate program!

Watch for more information.

The Evolving Role of the COO

Tue, 25 Mar 2025 17:09:22 +0000

The role is more critical—and more complex—than ever.

We often say that there is no single job description for a COO. And likewise, there is a large variety of scope and responsibilities within the role. Add in differences driven by size of company and industry and sometimes I wonder if we ever have anything in common!

The reality is, each COO is bound by the primary responsibility for a company’s operations. Of course, “operations” can mean many different things. For instance, some COOs have Human Resources report to them while others do not. Software development or IT services may report to the COO, while in other organizations, those functions report to the CIO or CTO. We could go on as we compare and contrast typical functional areas across companies.

External Forces Have Made a Huge Impact on the COO Role

Prior to the 2020s, COOs have dealt with economic booms and busts, the Y2K challenge, and global conflicts. These events forced executives to recalibrate spending and investments, operational footprints and more.

Then, seemingly overnight, the role is facing enormous pressures from evolving social, political and environmental factors. The COVID-19 pandemic exploded onto the scene and, combined with the other elements, ushered in even more challenges for the COO. Environmental impact reduction, DEI initiatives, supply chain resiliency, new remote and hybrid workforces, increased minimum wage pressures and reshoring are the new lexicon of a COO.

According to a 2023 McKinsey study, 71% of operations leaders said their role had changed more in the past five years than in the previous twenty. This pace of transformation is unprecedented, and COOs are now expected to be not just operators, but innovators, technologists and transformation leaders.

Enter Artificial Intelligence

If COOs did not already have enough on their plates, new AI technologies hit the stage in a flurry, adding yet another set of challenges. Businesses are quickly trying to “figure out” their AI strategy and often, the COO is in the lead.

Our AI conversation around the table at COO Forum has exploded since 2024; moving from, “What are some AI tools?” to full-scale implementation plans across multiple functions of their businesses. This has placed tremendous pressure on COOs to not only scale up their own AI knowledge but to apply it across the organization.

We recently had Geoff Woods present at COO Forum on the topic of using generative AI (think ChatGPT) as a Strategic Thought Partner. This use case goes beyond employing AI to generate marketing content. Instead, he shows how COOs can bring AI’s knowledge base into the conversation in order to develop innovative strategies to tackle their toughest challenges.

A 2024 Deloitte report revealed that 62% of companies have already embedded AI into at least one core business function. Of those, operations was the second most common area for AI deployment, just behind customer service. This shows the increasing expectation that COOs must be at the helm of digital transformation.

The Expanding COO Toolbox

Beyond AI, today’s COO is now expected to navigate:

-Digital transformation initiatives

-Cybersecurity risks and compliance

-Sustainability and ESG metrics

-Cultural and workforce transformation

-Cross-functional innovation

This shift in responsibilities has made COOs more cross-disciplinary than ever before. It's not uncommon to see a COO actively involved in strategic planning, board-level decisions and even investor relations.

In fact, according to Spencer Stuart, 45% of sitting COOs now have prior experience in strategy or finance—a noticeable departure from the traditional "operations-first" resume. That experience mix reflects the increasingly hybrid nature of the role.

Where Does This All Take the COO Role?

Does AI become the "one more thing" added to a COO’s plate? Do some COOs evolve into the Chief AI Officer (CAIO)? Very possibly. Time will tell. One thing is for certain, the speed of change in this arena is very fast. Plan to learn, adapt and pivot quickly. Just like you always have.

COOs have long been the stewards of execution. But today, they are also visionaries of transformation, architects of resilience, and integrators of human and machine potential.The role is more critical—and more complex—than ever.

The AI-Driven Future: Strategic Operations for the Modern COO

Thu, 29 Feb 2024 02:30:50 +0000

Guest Blog
By Jill Tarallo

As we move forward into 2024, COOs are at the forefront of transformative leadership, prepared to navigate through a time of rapid technological advancements and shifting global dynamics. Driven by the integration of artificial intelligence, digital transformations, and a growing emphasis on sustainability and social responsibility, the operational landscape is changing at an unprecedented rate. This pivotal moment offers a unique opportunity for COOs to reimagine their strategies, focusing on innovation, resilience, and purpose-driven leadership to propel their organizations toward innovation, sustainable growth, and competitive advantage.

The 54th Annual Meeting of the World Economic Forum held in Davos in January underscored AI's immense potential in addressing some of the world's most pressing challenges, from climate change to healthcare. The discussions also highlighted the need for ethical governance, workforce adaptation, and collaborative efforts to maximize the benefits and mitigate the risks of AI technologies.

What do COOs need to know? Here is a summary of the key themes coming out of Davos and some ideas on what you can do to make an impact:

1. Ethical AI and Governance:

Davos 2024 emphasized the critical need for ethical frameworks and governance in AI development and deployment. Discussions revolved around establishing global standards and practices to prevent biases, ensure transparency, and protect privacy in AI systems. Leaders called for a collaborative approach involving governments, businesses, and civil societies to shape these ethical guidelines.

· Develop an AI ethics charter within your organization, aligning with global standards to ensure AI applications respect privacy, fairness, and transparency.

· Implement an AI governance framework that involves periodic audits and assessments of AI systems to mitigate risks and ensure compliance with evolving regulations.

2. Workforce Transformation and AI:

The discussions acknowledged that AI is reshaping the workforce. The focus was on upskilling and reskilling workers to thrive in an AI-driven economy. The need for educational systems to adapt and prepare future generations for an AI-centric world was also highlighted.

· Create reskilling and upskilling programs for employees, focusing on AI literacy and data-driven decision-making skills.

· Foster a culture of continuous learning to enable employees to adapt to AI-enhanced roles, ensuring a smooth transition and minimizing resistance.

3. AI and Global Economic Impact:

AI's influence on the global economy was a key subject. Experts discussed AI's role in driving economic growth, enhancing productivity, and creating new market opportunities. However, there were concerns about AI-induced job displacement and the need for policies to mitigate economic inequalities.

· Explore AI-driven business models to identify new revenue streams and enhance competitive advantage in the market.

· Advocate for and participate in policy-making discussions to shape fair AI regulations that foster innovation while addressing economic disparities.

4. AI in Cybersecurity:

With the increasing sophistication of cyber threats, the role of AI in enhancing cybersecurity was discussed. AI's ability to predict and prevent cyber-attacks and its potential vulnerabilities were examined, stressing the need for robust AI security measures.

· Adopt AI-powered security solutions to enhance threat detection and response capabilities, staying ahead of sophisticated cyber threats.

· Conduct regular AI security training for IT teams to identify and mitigate potential vulnerabilities in AI systems and infrastructure.

5. Public-Private Collaboration in AI Development:

A recurring theme was the importance of collaboration between the public and private sectors in AI development. This includes sharing data and expertise, co-developing regulations, and jointly investing in AI research and innovation.

· Engage in partnerships with government bodies and academic institutions for shared AI research initiatives, contributing to the broader AI ecosystem.

· Participate in cross-industry consortia to standardize AI practices and share critical data sets, enhancing the development of AI technologies across sectors.

6. AI's Role in Climate Change:

A significant theme was leveraging AI to combat climate change. Panel discussions emphasized artificial intelligence’s potential for evaluating climate data, optimizing energy use, and creating sustainable solutions. There was a strong emphasis on AI-driven innovations in renewable energy sectors and environmental monitoring.

· Invest in AI-driven technologies for better resource management, reducing waste and improving energy efficiency in operations.

· Collaborate with startups and tech firms on AI solutions for carbon footprint analysis and sustainable supply chain optimization.

7. AI in Healthcare:

AI's transformative impact on healthcare was a prominent topic. Speakers shared insights into how AI is revolutionizing diagnostics, personalized medicine, and patient care. The importance of data privacy and security in healthcare AI was underscored, along with the need for equitable access to these technologies.

· Leverage AI to enhance patient care by integrating AI tools in diagnostics and treatment plans, improving outcomes and patient experience.

· Prioritize data security and privacy in healthcare AI projects, ensuring patient data is handled with the utmost care and in compliance with regulations.

How can you take these themes and harness the potential of AI in your organizations? There are several important trends and strategies to consider:

1. Embracing Technology for Competitive Advantage: It's crucial for companies to not only undergo digital transformations but to also fundamentally rewire organizational structures to maximize the benefits of these digital advancements. This encompasses adopting new technologies, enhancing digital capabilities, and ensuring that these efforts contribute to business growth and efficiency.

· Accelerate digital transformation initiatives to streamline operations and enhance customer experiences.

· Leverage emerging technologies such as AI and IoT for predictive analytics and smarter decision-making.

· Foster a culture of innovation to encourage the adoption of cutting-edge solutions.

2. Purpose-Led Business Approach: Companies are increasingly expected to demonstrate strong ethics, social responsibility, and a clear purpose beyond profit. In 2024, it will be important for COOs to embed their organization's purpose, mission, and vision in every aspect of their operations. This approach should aim to make a positive societal impact and be reflected in client engagements and business practices.

· Integrate the organization’s core values and purpose into every aspect of the business model.

· Strengthen commitments to sustainability and social responsibility to build trust and loyalty among consumers.

· Engage stakeholders in meaningful conversations about the company's vision and societal impact.

3. Data Management and Security: Efficient management and utilization of data will be a key focus. This includes establishing robust data architecture, governance, and security. Trustworthy handling of data can unlock significant opportunities for businesses and customers alike, aiding in the delivery of effective digital services and the realization of potential efficiencies.

· Implement robust data governance frameworks to ensure accuracy, privacy, and security.

· Utilize advanced analytics to gain insights and drive business strategies.

· Prioritize cybersecurity measures to protect sensitive information and maintain customer trust.

4. Cybersecurity Alignment with Business Goals: The alignment of cybersecurity strategies with overall business objectives will remain a priority. This includes addressing new vulnerabilities that arise from increased reliance on advanced technologies like Generative AI. A security-by-design approach will be essential for COOs to ensure their organization's competitive advantage while managing operational risks.

· Align cybersecurity strategies with business objectives to safeguard assets while supporting growth.

· Embrace a security-by-design philosophy in all technology deployments.

· Continuously update and educate the workforce on emerging cyber threats and best practices.

5. Talent Management and Upskilling: Close collaboration with People Operations (HR) and talent acquisition teams will be crucial in addressing IT talent concerns. This involves upgrading and managing key talent, focusing on upskilling and reskilling efforts to meet the evolving demands of cybersecurity, AI, cloud migration, and digital transformation. Effective workforce learning programs and talent management strategies will be pivotal in adopting new technologies and driving business growth.

· Develop comprehensive upskilling programs in AI to bridge the digital skills gap within the organization.

· Foster a culture of continuous learning and development to support career growth and innovation.

· Implement strategic talent acquisition practices to attract and retain top talent in a competitive landscape.

6. Automation and AI Integration: COOs should focus on improving automation through emerging technologies like generative AI. This will involve tackling challenges in automation with innovative AI applications, which can lead to significant productivity improvements and cost management efficiencies.

· Identify and implement AI-driven automation solutions to enhance efficiency and reduce operational costs.

· Explore innovative applications of generative AI to improve product development and customer service.

· Monitor and evaluate the impact of AI and automation on workforce dynamics and job roles.

7. Data Quality and Availability: With the rise of generative AI, the quality and availability of data within organizations will become increasingly important. Ensuring good data management practices will be critical for COOs to leverage AI's benefits effectively.

· Ensure high standards of data quality and accessibility to fuel AI-driven initiatives.

· Establish clear policies for data management and usage to support ethical AI practices.

· Leverage data insights for strategic decision-making and operational improvements.

As we navigate these priorities, we should aim to balance technological advancements with a strong organizational culture and a clear focus on societal impact. The role of COO becomes ever more critical in steering organizations toward a future defined by agility, innovation, and integrity. The journey ahead demands a balance of technological prowess and a deep commitment to driving positive change, positioning COOs as key architects of sustainable, resilient, and adaptive business frameworks to meet the challenges and opportunities of the future. By embracing these strategic approaches, we can lead our teams to not only adapt to the changing business landscape but to thrive within it.

2023 COO Forum Year in Review

Sun, 26 Nov 2023 16:02:01 +0000

Our Operations Executives are the best members in the world!

2023 has been a year of growth, accomplishment, giving and some sadness here at COO Forum®. We are very proud of what our nearly 200 Operations Executives have contributed to both the business world and their local communities. And we are excited for what 2024 will bring.

Let's take a look at 2023.

COO Forum by the Numbers:

330 hours of Chapter Meetings

16 hours of monthly Executive Sessions
16 hours of monthly Presenters Series sessions
8 hours of workshops
4 new Special Operations Forums launched
Ops & Hops™ Event- Charlotte
2023 State of Operations Report
Over 60 new members!

Member Accomplishments:

Rang the bell on the NYSE as part of Black Women on Boards
White House visit for the SBA Women's Business Summit
Made the #3 spot on Top 30 Franchise Executives
Nominated for Amazing Women in eCommerce
Published in Forbes
Achieved Maxwell Leadership Certification
Awarded Black Engineer of the Year, Hall of Fame
2 promoted to CEO positions
Earned Counselor of Real Estate title
2 awarded ON Conference Top 100 COO Award
50 Women to Watch for Boards 2023 winner
Joined a Chicago's Mayor-elect Environmental Subcommittee
Won Volunteer of the Year
And more!

Member Company Accomplishments:

9 earned a spot on Inc. 5000 List for fastest-growing companies
Made the Financial Times Fastest-Growing List
15 won Best Places to Work awards
3 were named to The Charlotte Fast 50 Awards
Added to the S&P SmallCap 600
Made Top 25 Title Producers in the US
Awarded Top Ten US Asian Business Award
Won First place in CalCCA Clean Power awards
Nominated for multiple Reed's Awards
Top 5 Dealer with Smith System
Won Devie's Best In Automotive Innovation award
Awarded West Michigan's Best and Brightest Companies
Named Best Companies for Women to Advance
Won Nonprofit of the Year - Carlsbad
Made Newsweek's Top 100 "Most Loved Workplace" in America
Finalist for Automotive D.R.I.V.E. Award for Innovation
Won Top Digital Strategy Award
Won Female Leadership Award
Celebrated 20, 30, 45, 60, and 65th year company anniversaries
Named to 50 Women of Wonder in Franchise Dictionary
Won Top Austin Business Awards
Named Top Franchise Supplier 2023
Awarded Top 100 Corporate Philanthropy in the Bay Area
Achieved the Gold Seal with GuideStar
Opened new offices, won major deals, completed mergers and acquisitions
And more!

While all of these accomplishments are a source of great pride at the COO Forum, we are equally proud of our members' dedication to making their communities a better place.

Member Community Service:

Supported Feed My Starving Children
Created an philanthropic Employee Discretionary Fund
Attended the National Philanthropy Day Breakfast
Served at Second Helpings
Volunteered at Fall Fix-up and local Day of Service projects
Participated in Be the Match Field Goals for Charity
Hosted a blood drive
Participated in cemetery cleanup
Supported foster care
Completed the Army 10-miler
Danced at the Sneaker Ball
Ran the Pink Divas and Gents 5K
Supported childhood cancer fundraising
Collected back-to-school supplies
Fought to end violence against women
Supported animal welfare
Raised funds for Good Neighbor Day
Pledged to complete 100,000 acts of kindness
Sponsored a Red Cross Heroes Breakfast
Traveled as guardians on the Old Glory Honor Flight
Supported Breast Cancer Awareness
Volunteered at food banks
Hosted book drives
And more!

Sadly, 2023 was also marked with the loss of member Mike Neal.

Mike was a wonderful contributor to his peers at the COO Forum. We all miss his smile and timely insights. Donations in honor of Mike may be made to the University of Memphis , Mike Neal Scholarship Fund.

Looking Forward to 2024

2024 is shaping up to be another tremendous year of growth and accomplishment for the COO Forum!

First off, we will be celebrating our 20th Anniversary in 2024! That's right, our humble organization has paved the way for Operations Executives since 2004. Sure, we were the first peer organization to focus on the COO. However, our innovation hasn't stopped there.

Help us celebrate in 2024. We would love to have you become one of the COO Forum's best members in the world!

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What is Your COO Type?

Sat, 15 Jul 2023 23:08:16 +0000

At the COO Forum®, we often have deep discussions about challenges facing our member COOs. During these discussions, we dig into the details so that our peer members can provide and receive the best possible insights and guidance.

We address fundamental questions such as, “What type of relationship do you have with your CEO?” and “How is your role defined?” While these questions may seem easy to answer, it is not uncommon for COOs to have an unclear picture.

Have you thought about why you were hired as COO?

Strategic misalignment, organizational friction, and even conflict can result with the lack of clarity in the COO role.

Nate Bennett and Stephen A. Mile’s seminal article in Harvard Business Review, “Second in Command: The Misunderstood Role of the Chief Operating Officer ”, asserts that understanding why companies hire COOs can help define the type of COO needed and therefore, define the role.

The Seven Types of COO:

The Executor. This role is defined as the COO who has responsibilities to lead the execution of an organization’s strategies. It allows the CEO to focus on external commitments. The role is defined by the responsibility to deliver results on a day-to-day basis.

The Change Agent. Hired to lead the organization through a turn-around, major change, or rapid growth. In this role, the COO is given a similar, unquestioned authority to that of the Executor.

The Mentor. Often brought into an entrepreneurial situation when an inexperienced CEO (often a founder) needs the guidance and support from a more experienced industry veteran (COO).

The Other Half. Consider this a yin & yang scenario in which a COO is teamed with the CEO to complement the CEO’s experience and style. A famous example would be Bill Gates and Jon Shirley (brilliant and intimidating vs. calm and self-effacing).

The Partner. Sometimes called “co-leadership”, it is a variation on The Other Half, only there truly is a sharing of responsibilities here. Similar to a doubles team in tennis.

The Heir Apparent. As stated, this is when a COO is positioned to be groomed for the CEO role. While not always a guarantee, this type of COO role is most often promoted to CEO. The COO will learn the organization from a broader perspective.

The MVP. The COO in this role is just too valuable to lose. The role is created to retain top talent and can keep executives in the line-up for future promotion to the CEO role.

While the authors maintain that these roles are mutually exclusive, they also see scenarios in which a COO may fill two roles simultaneously, such as The Change Agent and The Heir Apparent.

Sometimes...

As COO Forum® member Deborah Lindsay highlights, sometimes there are issues, such as when a CEO - COO relationship doesn’t mesh or the business is going through a significant CEO challenge. In cases like these, you might find yourself in one of the following situations:

The Solo Synchronized Swimmer. This occurs when the CEO and COO are disconnected and no longer functioning as a team. Think of being in the pool and doing those fancy swim moves but you’re isolated; it doesn’t appear anyone else is in the pool with you. While the CEO might be focused on investors, sales, or otherwise MIA, the COO is working solo.

The Hurricane Shelter. Sometimes a significant upheaval in the business requires a COO to hold the company together, perhaps during a legal challenge, loss of faith in the CEO by the board, or other ownership issue.

The Placeholder. This often happens when a situation pushes the organization to pursue an executive search for either the CEO or COO. Little collaboration occurs.

Don’t wait, define your type.

Regardless of the type of COO you are, knowing your type, and more importantly, having a clearly agreed upon definition, can make the difference in your relationship with your CEO!

Clarity is imperative!