COO Forum® - Blog #Chief Operating OfficerCOO Forum® - Blog #Chief Operating Officerhttps://www.cooforum.net/blogs/tag/chief-operating-officerThu, 16 Apr 2026 21:58:24 -0700http://zoho.com/sites/<![CDATA[2025 COO Forum Year In Review]]>https://www.cooforum.net/blogs/post/2025-coo-forum-year-in-review2025 was a year that tested operations leaders in new ways. As organizations navigated economic uncertainty, accelerating AI adoption, shifting workforce dynamics, and increasing pressure to do more with less, one thing became clear: strong operations leadership mattered more than ever.]]>

Celebrating Over 20 years of Serving Operations Executives

2025 was a year that tested operations leaders in new ways - and elevated the role of the COO in the process. As organizations navigated economic uncertainty, accelerating AI adoption, shifting workforce dynamics, and increasing pressure to do more with less, one thing became clear: strong operations leadership mattered more than ever.


At COO Forum, this year was defined by candid conversations, practical insights, and a growing community of COOs committed to learning from one another. From in-person chapter sessions to national discussions and shared resources, 2025 reinforced why peer-based perspective is such a powerful advantage for operations leaders. This year-in-review looks back at the moments, themes, and progress that shaped our community - and sets the stage for what’s ahead.


Yet alongside that progress, the year also carried a bittersweet note for COO Forum. While we celebrate our member successes, we also mourn the loss of our founder and Director Emeritus, William E. "Bill" Shepard.

Bill founded COO Forum more than 21 years ago, driven by a simple but powerful insight, that chief operating officers lacked a peer-based community where they could connect in confidence and learn from one another. Drawing on more than three decades of executive leadership experience, including roles as CEO, Divisional President, and COO, Bill created a trusted space for operations executives to grow, share, and lead more effectively.


Bill’s vision continues to live on in the COO Forum community he built—one that remains committed to the spirit of connection, learning, and support he embodied so well.

We miss you and will forever be thankful for all you have done.


Bill's spirit of operational excellence and supporting others can be found in the actions of each of our members, Directors and staff here at COO Forum. Let's take a moment to look back at a year of accomplishments and more importantly, giving back to the community.


Member Accomplishments:



  • Named as one of The Change Makers 2025 by Austin Woman Magazine

  • Featured in an article by Pulse 2
  • Ranked on the Inc. Magazine 2025 Female Founders 500 list
  • Spotlighted on a podcast
  • Listed as a Distinguished Engineer by The University of Texas at Austin
  • Interviewed on a LinkedIn Live event
  • Served as a mentor at at the Kansas City Business Journal's 12th Annual Mentoring Monday event
  • Recognized by the Los Angeles Times, the Los Angeles Business Journal, and the San Diego Business Journal for leadership and impact across Southern California communities
  • Named a qualified nominee for the LA Times Studios 2025 Inspirational Women Forum & Leadership Award
  • Moderated a discussion focused on employee advocacy in recruitment practices alongside leaders from various industries
  • Highlighted by Women We Admire as one of The Top 50 Women Chief Operating Officers of 2025
  • Recognized as a 2025 Woman You Need to Know
  • Selected to Chair the E2D - Eliminate the Digital Divide Board
  • Participated in The Torchbearers Event
  • Named one of Albany Business Review’s 40 Under 40 honorees
  • Honored for 35 years at their company
  • Promoted to CEO at American Red Cross of Wisconsin

Member Company Accomplishments:


  • Recognized by Computerworld as one of the Best Places to Work in IT
  • Ranked #7 among large organizations on the new list of top ten employers for retention and engagement
  • Named an Achievers on the Rise by NGLCC and Partners in the National Business Inclusion Consortium
  • Honored as one of Built In’s 2025 Best Places to Work
  • Celebrated their 10th anniversary
  • Acquired 33 additional pharmacies across Canada in multiple transactions, expanding their national footprint to 325+ locations
  • Named one of Canada’s Top Growing Companies by The Globe and Mail’s Report on Business for the sixth consecutive year
  • Recognized as one of Canada’s Most Admired Corporate Cultures in the prestigious enterprise category for 2025
  • Celebrated their 60th anniversary
  • Earned the "IoT Security Product of the Year" in the 9th annual IoT Breakthrough Awards
  • Certified by Great Place To Work US for the seventh year in a row
  • Recognized by the Georgia Department of Education as a CSI Progress School
  • Completed their 500th transaction
  • Played a key role in advancing the data center industry on a groundbreaking hyperscale project
  • Honored at the 2025 NECA Project Excellence Awards for their work on the SCB Headquarters project
  • Named a World's Most Admired Company by Fortune
  • Featured on the premiere episode of The Fixer a new reality series
  • Recognized as a Global Winner for Small Office: PepsiCo Africa; Global Winner for Large Office: FWD Bangkok in the SBID International Design Awards 2025
  • Named Mid-Atlantic Partner of the Year by Juniper Networks
  • Recognized as the OutSystems Partner 2024 of the Year in the New Logo ARR AMER category

  • Selected as a USA TODAY TopWorkplace for 2025, for the third consecutive year

  • Honored as one of The Washington Post Top Workplaces for the third year in a row

  • Obtained the Department of Defense Cybersecurity Maturity Model Certification Level 2

  • Ranked #16 on the 2025 Alaska Business Top 49ers list

  • Named one of the Vet100 - a list celebrating the fastest-growing veteran-owned businesses

  • Designated a Data Privacy Week 2025 Champion by the National Cybersecurity Alliance

  • Voted Large Business of the Year by The Chamber of the Iowa Great Lakes

  • Named Partner of the Year at the AHLA HotelPAC Luncheon

  • Featured on an episode of The American Dream

  • Recognized as one of the Fortune 100 Best Companies to Work For in 2025

  • Honored as one of Fortune’s Best Workplaces in Chicago 2025

  • Earned a Silver Stevie Award in the 2025 International Business Awards for Achievement in Customer Satisfaction

  • Received the Best Customer Experience Insight award at the 2025 Esomar Awards

  • Celebrated their 7th anniversary

  • Inaugurated their new Bangalore office

  • Recognized as a USA Today Top Workplace

  • Made the 2025 Inc Regionals Midwest list for the 4th year in a row

  • Earned a spot on Spring Culture Excellence Top Workplaces

  • Named Snowflake's 2025 Americas Data Cloud Services Growth Partner of the Year

  • Celebrated as one of Consulting Magazine's 2025 Best Firms to Work For for the seventh year in a row

  • Ranked as one of Crain's Best Places to Work in Chicago 2025

  • Recognized as one of Greater Toronto's Top Employers for the third year in a row

  • Highlighted on the 2025 Inc. 5000 list for America’s fastest-growing companies

  • Recognized 25 attorneys as Super Lawyers or Rising Stars in Thomson Reuters 2025 list of Illinois Super Lawyers

  • Named three practice groups and twelve attorneys in the Chambers and Partners Global 2025 rankings

  • Made The Legal 500 United States 2025 list

  • Honored in Bloomberg Law's Leading Law Firms

  • Named 47 attorneys to the 2026 edition of the Best Lawyers in America

  • Selected for inclusion in the International Employment Lawyer’s 2026 IEL Elite list

  • Celebrated 25 years

  • Made the USA Today 2025 Top Workplace list

  • Participated in the Crain’s Chicago Business webcast, "Keeping Current: How to Stay Compliant in Maintaining Existing and New Electrical Technologies”

  • Recognized as one of the Top 100 Staffing Companies to Work For at the 2025 World Staffing Summit

  • Named one of Staffing Industry Analysts' 2025 Best Staffing Firms to Work For

  • Appointed to the Inc. Regionals Southwest list

  • Selected as one of Inc. Magazine’s Best Workplaces of 2025

  • Named one of Austin Business Journal’s Fastest Growing Companies of 2025 for the third year in a row

  • Recognized by the National Association for Business Resources as one of the Best and Brightest Companies to Work For in multiple categories, including Iconic, Brilliance, and Top 101 in the Nation

  • Acknowledged at the 2025 Nonprofit and Corporate Citizenship awards for introducing The Achievery, an online learning platform offering curricula in STEM, digital literacy, social-emotional learning, college and career readiness

  • Won an Emmy for Outstanding Interactive for Cousin Hodie Playdate

  • Nominated for TCA Awards in “Outstanding Achievement in Children’s Programming” for Odd Squad, Donkey Hodie, and Daniel Tiger’s Neighborhood

  •  Recognized with awards at the Serious Play Conference for four games

  • Received NINE Children’s & Family Emmy Awards nominations

  • Named one of the Best Places to Work in Virginia for the 12th time

  • Acknowledged by Inc. Magazine as one of the Fastest-Growing Companies in the Mid-Atlantic for 2025

  • Celebrated 25 years

  • Attained the Workplace Culture Leader Award at the Fredericksburg Regional Chamber of Commerce’s 2025 We Mean Business Awards

  • Achieved the Department of Defense’s CMMC Level 2 Certification

  • Recognized for several Partner Awards: 2024 Rising Star Partner of the Year; Vendor Award; 2024 Q4 Gold Partner; 2025 Rising Star Partner

  • Celebrated their 6 year anniversary

  • Named one of Inc. Magazine’s Best Workplaces of 2025

  • Highlighted by The Channel Company on the 2025 MES Midmarket 100 List

  • Earned the top 10 in Charlotte Business Journal's Fast 50

  • Recognized as a 2025 Top Workplace by the Albany Times Union, marking the eighth consecutive year receiving this award

  • Celebrated 9 years

  • Achieved ISO 13485:2016 certification

  • Received 16 Telly Awards across a variety of categories, including Education, Animation, Editing, Social Impact, and Not-for-Profit

  • Earned the title Best and Brightest Company to Work For in Detroit, Chicago, Dallas, and across the Nation

  • Named the “The Best of the Best Medium Business” at the 2025 Metropolitan Detroit’s Best and Brightest Companies to Work For awards

  • Won an AI Breakthrough Award - for the third year running

  • Opened an office in New York City to better serve their growing East Coast customer base

  • Received the Auto Sensor Innovation of the Year award from the 2025 Merit Automotive Awards

  • Named to TIME's list of America's best midsize companies for the second year in a row

  • Voted 2025’s Best Mobile Phone Company in Avery County

  • Moved up the Qualified Remodeler Top 500 list - from #399 to #307 in just one year

  • Recognized as a 2025 best practices agency

  • Celebrated their 7 year anniversary

  • Earned the 56th spot on the 2025 MEP Giants list

  • Named one of the Best Places to Work by the North Bay Business Journal for the 7th year in a row

  • Received the Best of Bloomingdale Community Choice Award in Banking Services

  • Recognized as one of the Best Banks to Work For in the entire country by American Banker Magazine

  • Announced the opening of their new headquarters and manufacturing facility in the heart of Silicon Valley

  • Made Inc. Magazine's 2025 PowerPartner Awards list

  • Earned two Silver wins at the 2025 The Stevie Awards for Women in Business:  Achievement in Developing and Promoting Women; Achievement in Customer Satisfaction

  • Awarded CyberVadis Gold 2025 for cybersecurity and data protection

  • Celebrated 30 years

  • Named a 2025 Iowa Top Workplace by the The Des Moines Register


Member Community Service:


  • Helped California residents fleeing from the massive and fast-moving wildfires that destroyed thousands of homes 
  • Supported families displaced by home fires
  • Collected 2,800 units of blood in the 2025 Greater Chicago Blood Drive
  • Provided critical relief and recovery/clean-up assistance to those affected by wildfires, severe weather and floods
  • Supported an Honor Flight in Quincy, Illinois
  • Collected and delivered over 1,500 pairs of socks to the Marion VA Medical Center
  • Cleaned cots used at a shelter welcoming residents impacted by a home fire

  • Worked with Rise Against Hunger to fight hunger and package food for those in need

  • Organized initiatives to raise funds and collect food donations for the Okoboji and Spirit Lake Schools Backpack Programs

  • Delivered trays of fruit, vegetables, meat, and cheese to show appreciation to the Spencer Fire Department and Clay County Sheriff's Office

  • Raised funds and collected food and personal care item donations to benefit the Estherville Lincoln Central Community School's Backpack Program

  • Donated $1,042 to People for Pets, a local animal rescue that provides food, medical care, and shelter for animals in need

  • Raised $1,036 to support the families caring for community youths 

  • Delivered 88 fully-stocked backpacks to Abide

  • Contributed $500 each to the Le Mars and ELC Backpack Programs, helping provide food to local youth and families in need

  • Awarded $12,000 to the Le Mars Community Music Boosters in support of local music education and student opportunities

  • Donated $500 to the Sioux City Public School System to help fund: STEM, Arts, and Career Education as well as essential needs like warm coats, school supplies, and graduation gowns

  • Provided $995 of “Jeans Day” money raised throughout the year to the Emmet County Community Christmas Project

  • Supported Iowa Lakes Community College with a $12,000 donation to enhance fine arts and culture experiences for students

  • Championed two Giving Tree programs

  • Hosted a blood drive, collecting 38 units of blood helping save up to 114 lives

  • Delivered care baskets and donated hats and gloves to support local programs

  • Packed meals for Families Forward Charlotte

  • Organized Tiger Town Takeover, volunteering at THOMPSON Child & Family Focus

  • Volunteered for a variety of activities - from building houses in Uruguay to organizing food donations in Atlanta

  • Supported the planting of 1,000 trees at BAIF’s Wagholi campus, promoting community well-being

  • Processed thrift store donations, stocked shelves at a food pantry

  • Partnered with the non-profit organization Helping Mamas to support their Mommy & Baby Supply Drive, packing nearly 400 essential kits for families in need

  • Collaborated with the Saratoga Senior Center to assist with spring lawn care for local seniors

  • Gave time to fight hunger and care for the planet - volunteering with DC Central Kitchen, Greater Chicago Food Depository, Second Harvest Food Bank, and joining Gaylord Opryland for an Earth Day clean-up in Nashville

  • Packed school supply kits

  • Supported Wreaths Across America by sponsoring more than 270 wreaths to honor fallen U.S. veterans

  • Assisted homeowners in need by tackling everything from repairing code violations and correcting faulty electrical installs to lighting upgrades, fixture replacements, and garage and porch work in Rebuilding Together Metro Chicago for National Rebuilding Day

  • Volunteered for the 2025 Illinois Prairie Path Annual Trail Cleanup

  • Raised $45,000 to support the American Cancer Society

  • Provided bags of rice, warm packed lunches, backpacks with school supplies to support the children’s learning, and pre-loved clothes and toys for Unified Gives Back outreach program

  • Celebrated its 11th Annual Day of Service across Virginia - volunteering to support local nonprofits

  • Volunteered at Feed My Starving Children, packing 306 boxes, bagged 66,096 meals, and provided 181 children meals for an entire year

  • Packed meal bags for 100 Boys & Girls Clubs of Central Iowa families

  • Filled 2,000 bags and sorted 10,000 pounds of red potatoes in a single shift, setting a new record at Food Bank of Iowa

  • Assisted Polk County veterans at the Food Bank of Iowa veterans’ mobile food pantry

  • Participated in holiday food distribution, home repairs, Habitat builds, gift wrapping and hands-on volunteering across the country

  • Adopted holiday families through Children & Family Urban Movement and Volunteers of America Michigan

  • Supported local communities and holiday programs by sorting clothing, stocking food shelves and packaging groceries

  • Provided free breast cancer screenings through the partnership between the Kentucky Primary Care Association and United Healthcare

  • Teamed up with Secret Santa, Inc to give a classroom of students some holiday magic

  • Partnered with CityTeam to help provide meals for individuals and families in need

  • Supported the YMCA of San Diego County Giving Tree by adopting 41 angels and providing gifts for children and families in need

  • Volunteered time at the Samaritan’s Purse Operation Christmas Child donation center, helping pack and scan donation boxes

  • Collaborated with Atrium Health’s Project Pink, raising over $2,100 for breast cancer awareness screenings in our community


Looking Forward to 2026

As we close out 2025, we are excited to kick off year 22 at COO Forum! We will continue to bring innovation to how we deliver on being the #1 Peer Community for Operations Executives. Watch out for exciting new developments in the months to come.

Everyone at COO Forum wishes you a healthy, prosperous, and peer-filled new year!

]]>Wed, 31 Dec 2025 17:47:55 +0000<![CDATA[You’re Not the COO I Hired: How COOs Can Find and Sustain Alignment]]>https://www.cooforum.net/blogs/post/you-re-not-the-coo-i-hired-how-coos-can-find-and-sustain-alignmentThis article lays out a practical playbook: how to assess CEO/COO 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.]]>

👂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.


]]>Tue, 30 Sep 2025 18:05:05 +0000<![CDATA[The Evolving Role of the COO]]>https://www.cooforum.net/blogs/post/the-evolving-role-of-the-COOWe 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. ]]>

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.


]]>Tue, 25 Mar 2025 17:09:22 +0000<![CDATA[2024 COO Forum Year in Review]]>https://www.cooforum.net/blogs/post/2024-COO-Forum-year-in-review2024 was a year of firsts and twentieths for COO Forum. We celebrated 20 years of serving Operations Executives and the broader operations community. ]]>

Celebrating 20 years of serving Operations Executives!

2024 was a year of firsts and twentieths for COO Forum. We celebrated 20 years of serving Operations Executives and the broader operations community. From our humble beginning in Silicon Valley to our reach across many of the world's time zones, we continue to honor our mission: provide Operations Executives the best peer-based, professional development experience in the world.


Take a look below to read more about our firsts and the many accomplishments of our members.




COO Forum by the Numbers:

  • 330 hours of chapter meetings
  • 16 hours of monthly Executive Sessions
  • 18 hours of monthly Presenter Series sessions
  • 12 hours of workshops
  • 2024 State of Operations Report
  • Over 40 new members
  • Launched our first learning Cohort: Executive Change Leadership
  • Held our first all-member conference in Indianapolis



We are also extremely proud of what our members accomplished in 2024:

Member Accomplishments:


  • Selected into Leadership Greater Chicago’s 40th Class of the Signature Fellows Program

  • Recognized by Black Leaders Worldwide™ as a 2024 Woman to Watch

  • Elected president of the Illinois Environmental Council 

  • Nominated for the 2024 Inspirational Women Forum and Leadership Awards by L.A. Times B2B Publishing

  • Named as one of seven EdLoC members leading the charge in policy reform

  • Newly-Appointed to a board of directors 

  • Named Top Nonprofit Executive in the Social Advocacy category at the Orange County Inspirational Women Forum and Leadership Awards

  • Recognized in The Software Report’s The Top 50 Women Leaders in SaaS 

  • Featured as an Ambassador for Women in Construction at New York Build Expo

  • Selected as Executive In Residence at Saïd Business School, University of Oxford

  • Named Leader of Influence in Los Angeles Business Journal

  • Moderated Mastering Difficult Dialogues for Effective Leadership at the Airport Minority Advisory Council's She Soars - Women in Aviation Summit

  • Presented at the IndustryWeek Operation's Leadership Conference

  • Delivered Powerhouse Perspective: Empowering Leaders for Business Breakthroughs podcast

  • Appeared on leadership podcasts 

  • Earned advanced degrees




Member Company Accomplishments:



  • Recognized in Energage's Top Workplaces USA List for 2024

  • Named one of Chicago Tribune's Top Workplaces for the 4th year in a row

  • Ranked #14 on USA TODAY's list of Top Workplaces for companies with 500-999 employees

  • Placed in the top 5 of Best Companies Group's Best Places to Work in Technology list

  • Awarded Ad Age's #1 Best Places to Work for 2024

  • Named one of the 2024 World’s Most Ethical Companies® by Ethisphere Institute for the 17th year in a row

  • Won the 2024 QSR Media Awards Brand Collaboration of the Year

  • Named Automotive Software Supplier of the Year

  • Received the Best Overall Connected Healthcare Solution in the 8th annual MedTech Breakthrough Awards 

  • Recognized as one of the Best Workplaces in Technology by Great Place To Work US and Fortune Magazine
  • Named a Top Employer of Gen Z for four consecutive years

  • Recognized as one of the World’s Most Ethical Companies by Ethisphere for 10 consecutive years

  • Received the Recharge Igniter Award for 2024

  • Named a Gold winner in the Achievement in Web Design category in The Stevie® Awards

  • Placed #22 for the Top 49ers list from Alaska Business Magazine
  • Ranked 3rd in Austin Business Journal's Fastest Growing Companies 2024
  • Named among Highest-Scoring Businesses on Inc. Magazine’s Annual List of Best Workplaces for 2024
  • Landed a spot on USA TODAY’s 2024 Top Workplaces list
  • Recognized with a Silver Award in the category of Front-Line Customer Service Team of the Year - Technology Industries at The Stevie® Awards
  • Ranked #15 on Charlotte’s Fast 50 list for 2024

  • Rated Best Cell Phone Service in Watauga County for 2024

  • Received the prestigious 2023 GA Chapter Corporate Champion by the Cystic Fibrosis Foundation
  • Named Top National Auto Insurer on CRASH NETWORK’s 2024 Annual Insurer Report Card for the fifth year
  • Received the Community Impact Award by Twin Cities Business for the Mental Health Collaboration Hub
  • Won 6 Muse Awards
  • Recognized in the 2025 Legal 500 UK Rankings

  • Placed #28 on Business North Carolina's N.C. Mid-Market Fast 40 list

  • Nominated for Best After-School Program for the 2024 Reader’s Choice Awards hosted by Parenting OC Magazine

  • Honored with the Supplier Champion Award at the 19th annual Blue Cross Blue Shield of Michigan Supplier Diversity Achievement Awards

  • Named Best Places to Work by North Bay Business Journal two years in a row

  • Received Industrials Deal of the Year in the Deals Over $100 Million category by The M&A Advisor's 15th Annual International M&A Awards

  • Awarded a Top Workplaces 2024 honor by the Atlanta Journal-Constitution

  • Ranked #1 Best Place to work in South Carolina for 2024

  • Named a Top Workplace by the Washington Post

  • Nominated in the financial services category in 2024 Best of Bloomingdale

  • Awarded the Silver Medal at the EuroTier Innovation Awards

  • Became a corporate member of Women in Manufacturing

  • Selected for Kansas City Business Journal's Fast 50: Fastest-Growing Businesses in the Kansas City Area

  • Featured in the latest issue of Stanford Social Innovation Review

  • Named a Top Rated IT & Engineering Staffing Firm for the first half of 2024 by Great Recruiters

  • Recognized in the 2024 Spencer Radio Group People’s Choice Awards

  • Named a Global Leader in the content and language industry by Slator

  • Awarded the UKG Aspire 2024 Innovation Award 

  • Recognized with three awards at the 2024 Golden Trumpet Awards ceremony

  • Received two prestigious 2024 MarCom Awards

  • Named one of Computerworld’s Best Places to Work in IT for 2025

  • Nominated for four Children’s & Family Emmy Awards across Daniel Tiger's Neighborhood and Donkey Hodie

  • Ranked in the Inc. 5000 (multiple companies)

  • Named a 2024 Top Workplaces winner from Chicago Tribune

  • Opened new offices, won major deals, completed mergers and acquisitions



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:

  • Held company-wide blood drives

  • Donated for hurricane relief

  • Assembled care kits for a local domestic violence shelter

  • Used Volunteer Time Off to ring the bell for the Salvation Army

  • Raised Denim for Dollars donations for Feed Our Children

  • Donated over $1 million to local schools through the Communication 4 Education program

  • Participated in the Move for Mental Health Walk

  • Restocked local schools' supply closets

  • Helped pack 39,312 meals that will feed 108 children for a year

  • Built a playground in West Englewood for Brightpoint

  • Sorted and distributed over 3,000 pounds of meat sticks to support those in Metro Detroit

  • Brought books to life for Think Together students

  • Joined forces with Rise Against Hunger to pack over 10,000 meals for those in need worldwide

  • Funded 100,000 meals for children around the world

  • Participated in a sorting event at Second Harvest Food Bank of Metrolina

  • Volunteered for gardening, cleaning and painting at Ronald McDonald House of Charlotte

  • Packed 100 Mother's Day bags for those at Horizons for Homeless Children

  • Participated in the annual United Way of Southwestern Pennsylvania's Big Book Drop for 30,000 children

  • Supported the Native Village of Eyak to provide funds to the Cordova School District

  • Participated in the American Cancer Society's Walk and Roll event

  • Donated dozens of bags and hundreds of clothing items to benefit the IBEW Local 701 Women’s Committee 2024 Clothing Drive and IBEW Local 134 Helping Hand Fundraiser

  • Participated in numerous American Red Cross relief efforts

  • Packed over 20,000 meals for those in need around the world

  • Good Neighbor Campaign raised $166,212 for local nonprofit organizations

  • Boxed meals for Feed My Starving Children

  • Restored veteran headstones at a local cemetery

  • Volunteered to feed over 800 families for Thanksgiving in Washington County

  • Chef for the Day at Ronald McDonald House Charities

  • Participated in the Chicago Volunteer Legal Services’ 29th Annual 5K - Race Judicata

  • Led the 2024 Autism Hero Walk at the Detroit Zoo

  • Volunteered with Nourish Up in Charlotte

  • Collected coats and winter gear to benefit the Coats for Kids Drive

  • Sponsored two local families this holiday season for Adopt-a-Family




Looking Forward to 2025 

As we close out 2024, we are excited to kick off our 21st year in 2025. What can you expect from COO Forum in the new year?

First, we will continue to deliver on our mission of supporting Operations Executives through our monthly chapter meetings, Executive Sessions, national presenters and workshops.

Second, we are adding more learning programs for members through our diversity of partners such as The Change Architects, Double Gemini and The Breakthrough Co.

And finally, we are looking forward to innovating and learning alongside our members. Watch out for special opportunities to capitalize on unique meet-ups, author panels and more.

Here's to 2025!
Get our Newsletter!
]]>Sun, 29 Dec 2024 21:14:23 +0000<![CDATA[The Problem Paradox: How Leaders Make Problem Solving Too Difficult]]>https://www.cooforum.net/blogs/post/the-problem-paradox-How-leaders-make-problem-solving-too-difficultAs leaders, we are expected to solve problems. Big problems. And sometimes, we get those pesky little problems too. Whether big or small, these proble ]]>

Learn how you, as a leader, can adopt a simple approach to 
​solve any type of problem, whether simple or complex.

As leaders, we are expected to solve problems. Big problems. And sometimes, we get those pesky little problems too. Whether big or small, these problems are often handed to us soon after we step (or are dragged) into our first leadership role. For some of us, this could have occurred as early as our teenage years when given a supervisory position in an after-school job. We were thrown into the fire, armed only with our best English Lit or Geometry problem-solving skills which, for the record, are not the skills you need to solve an employee issue on the fry line!


So, very early on in our “careers”, we might face issues with little knowledge of the problem-solving process other than our own experience. The process, up to this point, is a little bit like the diagram below. When encountering a problem for the first time, we enter into the maze, bounce around trying out a variety of approaches until something sticks and we exit. Problem solved!

                                                    

Then, when a new problem arises, we look for a repeatable pattern. We say to ourselves, "Is this problem similar to one I’ve encountered before?" If so, jackpot! We coolly apply the same solution. Like a good shampoo, we lather, rinse & repeat…


Another thing that happens in our brains, besides problem pattern recognition, is that we start to short-circuit our thinking by generating solutions without fully understanding the problem. Our organizations might even reward this behavior as being “quick, decisive…always has good answers or solutions”. You know - management material!


And so it continues. Organizational behavior rewards leaders with bigger and more complex problems as you “climb the ladder”. We are conditioned to think and behave this way.


Now, I am not arguing that pattern recognition and experience have no role in problem solving. They absolutely do. I would argue, however, that we begin to adopt a mindset that tells us simple problems have simple solutions and complex problems have complex solutions. It is this very mindset, I believe, that can put us at a significant disadvantage. 


Take these examples of two very different problems:


Problem A: You are informed that an employee on your production line has been producing low-quality parts for the first half of his                         shift.


Problem B: Customers from all over the country have complained about your rubber seal failing during service. The seal is                         delaminating along a metal insert that is meant to grip onto a pipe, forming a bond. This delamination has                                                  reduced contact pressure by 50%. Ultimately, the seal has or will fail, causing thousands of dollars of damage to                         customers’ facilities.


Question: Which is the more complex problem?


Problem B, of course. Right? And which is the simpler problem to solve? Problem A?


Well, both are actual problems that I experienced early in my career.


Given Problem A, I was instructed that I needed to go and “have a word” with the employee producing the low-quality parts. I was to have him read the work instructions then give him a "warning". If there were any additional problems, I would have to increase the disciplinary measure.


Problem B turned into a Six Sigma Black Belt project which included an exhaustive review of returned service-failure parts, a complete measurement systems analysis and multi-factorial, Plackett-Burman experimental design trials across three shifts of molding equipment. All told, this was a six-month project with nearly $50,000 spent in time and labor to wrap our arms around the problem.


Now that I have set the stage (and perhaps showed my hand…), which problem was solved with a simple solution?


Problem B!


You see, Problem A involved an employee who had just left the hospital after spending all day with a dying parent. He had rushed into work, his mind frazzled. He hadn't told anyone; he'd simply gotten to work. But the problem didn't end there. Unbeknownst to anyone, the employee from the previous shift had failed to set up the machine properly for the upcoming shift. The employee making the low-quality parts had assumed the machine was ready to run, just as it always had been. Added to that, the quality inspector had not made it to the employee's machine to inspect parts at start-up, so the employee had run half the shift before they caught the problem. It hadn’t helped that, during this particular week, the company had been pressuring everyone to increase output. So many moving pieces here! Not to mention an employee who then felt even worse. Now that is a complex problem to fix.


The solution to Problem B? Simple. A blasting machine had not received the required maintenance it had needed - for years! In fact, the operator had complained to his supervisor that something wasn’t right. He'd noticed the metal finish wasn’t as rough as it had once been (and was supposed to be). However, after a few years, he had stopped complaining. Ultimately, the lack of maintenance had begun to slowly affect the quality of the product. 


The solution: simple maintenance that required about $500 worth of repair parts and a couple hours of downtime. The problems immediately went away. No more service failures.


Thanks to that Black Belt project years ago, I now follow a simple rule I call The Problem Paradox:


                                                            If confronted with a “complex problem”, look for the simple solution.

                                                            If confronted with a “simple problem”, prepare for a complex solution.


                                                       


My rule runs counter to all we’ve been taught and conditioned to expect. In fact, if I were to admit it, the problems don’t actually become more difficult as we climb the ladder. At least, they don't have to be. As long as we develop a fundamental problem-solving approach, apply some rules and use our past experiences to guide us into new ways of thinking, problems can actually become easier to solve!


As Albert Einstein famously said:

                                        “If I had an hour to solve a problem, I’d spend 55 minutes thinking 

                                        about the problem and 5 minutes thinking about solutions.”


Here's a simple approach to solving the most complex (and simple) problems:


First (and also the number one rule of problem solving): Understand the problem BEFORE attempting to solve it. 


Some effective tools to use:


        a.) Ask questions. When did it first happen? What are some other factors that might be contributing to the problem? Who’s         involved in the problem? What is the effect of the problem? At COO Forum, we use a tool called the COO Arena™ process.         This first step is called “Framing the Issue".


        b.) Apply the 5 Why question technique. This is another tool that can help you to understand a problem’s “root cause".


        c.) Look internally. If the problem involves a communication or behavioral issue with another person (employee, peer, manager             or other) ask, “How might I be contributing to the problem?” Sometimes a problem might simply be a misperception and                       not accurate at all.


        d.) Create a visual. Sometimes visually mapping the process or sketching the problem using tools such as a Mind Map or a                   Fishbone Diagram triggers a solution.


Second, apply the “Eat the Elephant One Bite at a Time” approach. In other words, break down a larger problem into smaller, “bite-sized” pieces. This approach helps us to mentally wrap our heads around a problem by simplifying it. In reality, even the most complex problems, when broken down, will yield opportunities for taking some level of action, resulting in progress.


                                                   


Third, seek out different viewpoints. This may seem like an obvious thing to do. However, as busy leaders, we often find ourselves feeling the need for quick solutions and avoid asking for help. Sometimes our own experiences can even create blind spots that prevent us from seeing a problem clearly.


Finally, continue to learn new techniques for problem solving. There are a wide variety of approaches that we can master. New advances in technology allow for greater data analysis, visualization and even AI-generated solutions. Stay current and practice. And remember, do not be fooled by either complexity or simplicity. 


Remember this: a good problem always fights back!

]]>Tue, 30 Apr 2024 22:59:44 +0000<![CDATA[20 Years of Support for Operations Executives: Lifelines, Friendships and Trust]]>https://www.cooforum.net/blogs/post/20-years-of-support-for-operations-executives-lifelines-friendships-and-trustFor nearly two decades, I've had the incredible opportunity to help drive the expansion of the COO Forum, a transformative space that has provided unp ]]>

For nearly two decades, I've had the incredible opportunity to help drive the expansion of the COO Forum, a transformative space that has provided unparalleled support to Chief Operating Officers and Operations Executives. Being a part of the journey, I've seen our community grow, yet deeply hold to the foundation established in 2004, which is to provide a confidential space where Operations Executives can openly share their biggest challenges, work toward solutions, celebrate victories and find solidarity as fellow COOs. 




As we celebrate our 20th Anniversary, the COO Forum remains a beacon of support and collaboration for Chief Operating Officers across the country. Throughout the years, I've been privileged to witness firsthand the incredible power of peer collaboration and support. Every day I am inspired by the resilience and determination of our members as they navigate the ever-changing business landscape. More recently, these past four years have placed unprecedented pressure on COOs, and our members have faced incredible challenges brought about by the pandemic, talent management, remote work, AI integration, supply chain disruptions and (you name it). We continued throughout this challenging time to be the beacon of support!

     

Each COO's journey is as diverse and unique as they are, yet there's a common thread of being the driving force behind operational success. At the COO Forum, we've recognized that, despite the diversity of industry sectors and company size, COOs share common struggles and responsibilities. This understanding has empowered our members to connect, share experiences and draw from collective knowledge to overcome challenges.



     

It has been a privilege to be part of this close-knit community of Operations Executives, some of whom have been here nearly 20-years and many of whom have developed long-standing friendships and established unwavering trust. I am excited about the COO Forum's continued role as a vital support system that empowers COOs and reminds them that they are not alone in their journey to drive their organizations forward.

     

The COO Forum is more than just a professional network; it's a lifeline for Operations Executives, providing the enduring power of peer collaboration and support. 

]]>Tue, 30 Jan 2024 21:21:13 +0000<![CDATA[2023 COO Forum Year in Review ]]>https://www.cooforum.net/blogs/post/2023-coo-forum-year-in-review2023 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 Execut ]]>

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!
Get our Newsletter!
]]>Sun, 26 Nov 2023 16:02:01 +0000<![CDATA[What is Your COO Type?]]>https://www.cooforum.net/blogs/post/what-is-your-coo-typeDue to its very nature, the COO role is often unclear. Taking the time to think about why you were or are being hired can go a long way in helping you to clarify your role and address important organizational issues. Which of the seven COO types are you?]]>

Swiss Army Knife with an exaggerated amount of attached tools which symbolizes the many roles a COO can perform


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!


]]>Sat, 15 Jul 2023 23:08:16 +0000<![CDATA[Finding The Perfect Match]]>https://www.cooforum.net/blogs/post/finding-the-perfect-matchWhether you have found your perfect match or still looking, falling in love with a career and company can be intimidating. In this age of virtual work ]]>

Finding the perfect match can seem intimidating ...

Whether you have found your perfect match or still looking, falling in love with a career and company can be intimidating. In this age of virtual work, high turnover rates, and "The Great Recession", we asked ourselves, how do you know when you have found the perfect match? 

So, we asked some amazing COO Forum members (and experienced operations executives), "What made you fall in love with your company" and they did not disappoint.
    • "I knew Moncur was the perfect place for me the moment I met our CEO, David Moncur. His desire to grow his business was paired perfectly with my passion to drive organizational change and lead others to successful outcomes." - HEATHER TUCHOLSKI Chief Operating Officer | Moncur

    • "I knew that NCN Technology was the perfect match for me just 5 minutes into the first interview. The passion and excitement for bringing client dreams to life was palpable, making it impossible not to fall in love with this company and its mission. I knew that my skillset and the stage of growth the company was in were a perfect fit for each other. Helping the team at NCN Technology soar to new heights is so rewarding. If I had to do it all again, I wouldn't change a thing." - Jessica Lee, Chief Operating Officer | NCN Technology

    • "There were several key signs early on that I knew my current company was a perfect match for me. From day one, I was excited to go into the office, and felt that I was a trusted partner as I was given the freedom to deep dive into the key challenges the company was facing and gained frequent recognition for the positive results. After 3 years, I still bounce out of bed and look forward to heading into the office to face each challenge as an opportunity. It is a great feeling to have a healthy work mindset that encourages a work/life balance." - Michael Goggin, COO | CloudQ

    • "17 years ago, Energy Access brought me in during a pivotal time in the company as it transitioned from a partnership to solely owned. The president of the company presented what he thought was a job description he was looking to fill. I felt comfortable with about 40% of that list. It was his next statement that got me and told me I was who he was looking for. He said, “I am not sure what we are looking for, I would like someone to come in and OWN the operations of the business and take us to the next level.” This was a stretch for me and for them; a perfect match!" - Josh Renicker | Energy Access, Inc.

    • "When I was recruited for my role with PSS about 6 years ago, I knew early on this was the perfect spot for me.  Serving the k-12 industry, teachers, and students was something I could get behind right away.  In addition, I knew I would have the autonomy to implement changes and initiatives that would have an immediate impact on our company, employees, and customers.  In my career, I learned how difficult it can be to find a “home” where you can impact positive change, have the freedom to execute, and have amazing team support to implement.  I’m a lucky guy!" - Gary Nickol | Folio

    • "Let me start by sharing that I am a very spiritual person. During my final conversation with the firm’s owners, I was still unsure if I would make a career move, so I asked God to make it crystal clear that I should leave my 17-year career in government to shift to Corporate America.  The moment the CEO advised me that instead of “closing my eyes and leaping”, I need to “Trust God” it was crystal clear that Jacobsen|Daniels was ‘the one.’ And to be honest, I’ve been glowing and flowing since I said ‘yes’!" - ARRELLE ANDERSON, Chief Administrative Officer | Jacobsen|Daniels

    • "Well, I knew Mad Mex was the perfect match because I have a strong affinity for tacos and guac, and my husband's obsession with their burritos made it clear that they knew what they were doing! Plus, as someone who enjoys working in founder-led businesses, I couldn't resist the opportunity to be part of a company where the boss is always willing to bring extra hot sauce to the table. #WorkAndTacoBoutIt #perfectmatch #founderled" - Therese Frangie, COO | Mad Mex

    • "I began "courting" my current company personally as a parent long before I had a professional interest. I chose to enroll my two daughters in this school district because it exemplified shared beliefs, purpose, and aligned with my core values. When an opportunity was presented for me to join the leadership team, my experience as a parent was affirmed once I met my potential colleagues and team during the interview process. The engagement was light, conversation personable, and I felt an inner sense of solidity, where I truly believed I could be the best version of myself. The experience made it clear that this company was indeed the perfect match." - Cassandra Washington, EMBA, Chief Operating Officer | University Prep Schools

    • What resonated and really hit home for me with Verra Mobility is the purpose driven agenda, I worked at many tech companies before and tried to find my purpose. Verra Mobility is in the business of savings lives and that’s superior to any other purpose.
      Shawky Haddad | Verra Mobility

    • The truth is I spent time learning my attributes of success and what I need in a role to be able to succeed. As I interviewed with multiple firms, I tried to match my attributes, needs, and wants to the team’s and firm’s attributes, needs, and wants. Once I found a high degree of alignment, the rest was history. I have been in my role for over and loving it.
      James Beck, COO | New View Capital
]]>Tue, 14 Feb 2023 15:46:18 +0000