What does a COO do exactly?
Over the last 60 days I have been asked the same question over and over. How do you define what a COO does? I think this question is so important as I explore new opportunities because the role of a Chief Operating Officer (COO) can vary dramatically depending on the CEOs needs and vision. Just read a great HBR article that outlined the Swiss Army knife skillset a COO may or may not bring to the table.
1. The Executor:
When the CEO is the strategic brain, and the COO is the hands-on superhero. In this case the COO is the go-to for day-to-day operations. It's a tag team effort—CEO looks to the future, COO keeps the ship sailing smoothly today.
2. The Change Agent:
This type of COO is hired for specific missions—turnarounds, big changes, or rapid expansions. They're the strategic architects of transformation and often move around every 3-5 years.
3. The Mentor:
This type of COO is often hired to inject wisdom into a start-up or younger CEOs vision. They often will steer them through the entrepreneurial landscape.
4. The Other Half:
Some CEOs need a sidekick—a yin to their yang. It's not about reaching for the top spot; it's about complimenting each other's strengths and styles.
5. The Partner:
Imagine a dynamic duo working side by side. It's a "two in a box" model—co-leadership at its finest. Like Batman and Robin, they tackle challenges hand in hand.
6. The Heir Apparent:
Companies play chess, not checkers. It's the long game. The Heir Apparent COO is the strategic move to groom the next CEO. Often their COO title is a trial run for their next big opportunity.
7. The MVP:
Sometimes, a company doesn't want to lose a star player. The MVP COO is that promotion you give to an invaluable executive. It's a strategic move to keep the talent in-house
My perspective?
COOs are chameleons, adapting to the unique needs of their CEOs and companies. There's no one-size-fits-all in the world of COOs. It's a varied quilt of leadership styles, and I feel fortunate to play a role in its design.
