The Good COO

Being a COO for many years made me think of the complexity of the role, and especially the tension between letting your team get the work done and doing it yourself.

It's a natural instinct to do the work yourself "because it saves time", but it is the worst practice if you want your managers to be better at what they do.

CEO's often appoint COO's who can replace every manager in the team when needed.

A good COO will point out the right way to the relevant managers, and be there for them if needed.

A good COO will support managers and walk them hand in hand to reach their goals, rather than do the task instead of them.

A good COO is an asset to managers, not their replacement.

A good COO is the one you don't feel, because they have created a machine that works. If you start feeling the COO that means that the managers are not doing their jobs in the right way and the COO needed to step in and deliver.

(Amos Neumann is a consultant and strategist for companies in crossroads or facing changes and new challenges in their industries)

www.amosneumanncons.com

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