What makes a Chief Operating Officer the perfect fit for your organization? Which of the seven types of COOs would best serve your company’s needs?
In his book The Second in Command, Cameron Herold explores the distinct roles and characteristics of different COOs. His insights, complemented by research from Nathan Bennett and Stephen Miles, provide a comprehensive guide to understanding these crucial leadership positions.
Keep reading to discover the various types of COOs and how each one can transform your business in unique ways.
Types of COOs
According to Herold, there are seven main types of COOs.
1. The executor: This COO focuses on details and short-term achievements while the CEO focuses on long-term goals and the bigger vision. Their primary role is to listen to the CEO’s vision and identify short-term goals, strategies, and actions to make that vision a reality.
2. The change agent: This COO functions as a catalyst for change inside the organization—for example, they might be in charge of enacting a major culture change or kick-starting a growth phase for the company. They’re usually hired from outside the organization to bring in a fresh perspective.
3. The mentor: This COO is usually older and more experienced than the CEO, and their role is to serve as a teacher and help the CEO navigate new territory.
4. The other half: While all COOs are puzzle pieces, the primary role of this COO is to cover the CEO’s weak spots while balancing out and complementing their personality. This dynamic creates a highly intimate working and personal relationship between the COO and the CEO.
5. The partner: This COO often functions as the CEO’s counterpart in that they share equal responsibility and authority in the business.
6. The heir apparent: This COO’s role is to learn all about the business while the CEO vets them with the intent of naming them CEO when they retire.
7. The MVP: This COO is an internal hire who was promoted to COO because their work was crucial to the company’s continued success. Employees who are this valuable are often “poached” by other companies looking for COOs. This COO can often fill one or more of the above functions.
| The Seven Classic COO Types The seven types of COOs Herold discusses are common in the business world and were identified by Nathan Bennett and Stephen Miles in their 2006 research article, Second in Command: The Misunderstood Role of the Chief Operating Officer. Let’s supplement Herold’s descriptions of these COO types with additional information from Bennett and Miles. 1. The executor isn’t necessarily the mastermind behind the strategies used to achieve the CEO’s vision. Bennett and Miles note that this type of COO is often acting on the strategies developed by the top management team. 2. The change agent needs a level of unquestioned authority to be effective due to the challenging, high-stakes nature of their role. Being questioned by others risks time and unrest in an already precarious situation. 3. According to Bennett and Miles, the mentor often has a large network they can leverage to help the CEO build personal connections and grow the business. 4. Bennett and Miles add that the other half is the least likely to be promoted to the CEO role after the CEO retires. Since the CEO and COO in this relationship are opposites—one’s strengths are the other’s weaknesses and vice versa—this COO likely wouldn’t thrive as the CEO because they inherently lack the skills that make the current CEO effective. 5. Bennett and Miles don’t add a great deal to Herold’s discussion of the partner. However, other experts explain that this leadership strategy is often called “co-leadership,” and it has numerous benefits including more effective solutions and decision-making, expedited progress, and a more collaborative and accountable culture throughout the company. 6. The heir apparent is often brought more into the public light to make their transition into the CEO position smoother when the time comes. However, Bennet and Miles warn to be careful about prematurely announcing your successor—this may cause valuable high-level executives to leave the company if they feel they’re not being considered for the role. 7. According to Bennett and Miles, part of making an MVP into COO should be having them sign agreements that prevent them from leaving the company to work for rivals (or being poached). |
