How COOs Can Save CEOs From Themselves

Even leaders need a little help from their COOs sometimes, especially CEOs. The reality is, entrepreneurs and CEOs are often “Quick Starters.”

This means that when CEOs have an idea, they launch right into wanting to do it immediately.

The return from conferences or events with multiple great ideas or new systems that “will only take a few minutes to do.” That rarely turns out to be true.

As a COO, you can save CEOs from the wasted time and resources of their over-excitement. This blog is here to help you learn how.

Make Them Plan

There is a great mantra for achieving goals and creating new systems. It goes, “Plan, brief, execute, debrief.” Rarely does a CEO who is overexcited by a new idea ever want to follow it. They just want to get straight into the action. Instead, they have to get dragged kicking and screaming into planning meetings.

An excited CEO would rather quickly delegate/abdicate their “great ideas” and get things started quickly by passing them off to their bewildered teams before anyone has much of a clue what’s going on.

As COO, you’re one of the only people that can make them pause and think. Make the plan. You can knock some sense into them.

Convince Them to Wait

It’s not that a CEO’s new ideas won’t work, it’s that maybe now isn’t the right time. These new systems and ideas usually aren’t urgently needed and can wait a quarter or two until a proper plan is in place.

This is where your role as COO really comes into play. You are the keeper of all ideas. You need to keep track of those ideas, think about them, and make sure they are necessary for the company?before?anyone goes and implements them.

Be the Voice of Reason

The fact is CEOs can get angry if their teams don’t run with their ideas as quickly as they want them to. These entrepreneurs often feel an urgency to start the idea right now.

As COO, it’s important to understand their mindset and be able to manage your CEO’s expectations so that they do not get frustrated. You also have to help them understand that their ideas need time to perfect before putting them into action. Your job is to reason with them. Make them understand the importance of taking your time.

Choosing and Keeping Track of Ideas

The reality is, they just need a system to keep track of their ideas. If they have a simple system in place to know their ideas won’t get lost, they’re more okay with starting them when the time is right.

Every quarter, the team can vote on which ideas to start, which plans to keep on the list, and which ones to finally throw out. As long as the ideas are kept somewhere safe to ease your CEO’s mind.

Remember, you’re the COO. You have to save the CEO from themself by giving them a place to store their ideas. The entire team relies on you to keep the CEO from getting overly excited by new ideas.

How do you keep track of ideas? Do you have any systems in place that help with picking and choosing which ones to implement? Let me know in the comments below!

If you want to learn more about the COO Alliance and how to become a member, click here!

Howard Tiersky

I help consultants, real estate agents and salespeople showcase their expertise, grow their reach, and lead their markets with innovative technology. DM me to check it out | WSJ Bestselling Author

2 年

Great post, Cameron! I'm with you - COOs play an integral role within an organization. Not all ideas require planning and implementation right away. We all need someone to be "the voice of reason."

Shane Reitzammer

“Your Success Fuels my Passion to Create” $16M+ in ROI | 1.8B Impressions | Emmy Nominated Storyteller

2 年

Cecilia Stevenson sounds familiar!

Michael Lally

Business advisor | Seed investor | Philanthropist

2 年

In an innovative environment we were generating lots of new "great" ideas around the table at many weekly meetings. We named the idea list "the garage" as the place to store, but not lose valuable ideas. That was a key to keeping the brainstorming/innovations flowing as everyone could keep moving in the discussion without fear of the ideas being lost. There was some value to considering a ranking to cull the ideas before storage. If a meeting (like a SWOT or strategy meeting) was generating a significantly large number of ideas, at the meeting end we would rank the ideas in terms of effort and outcome to identify the low hanging fruit, quick wins (low effort high outcome) for near term consideration and then bundle the major projects (high effort high outcome) for storage in the garage. Using the Gazelles / Rockefeller habits operation system we would then visit this garage list quarterly for candidates to moving on the "rocks" project section of team execution plans. This was another key to confidence in the team in the ideation process. It was never more than 90 days before the idea garage would be revisited for discussion, debate and new selections.

Mark Selinger

B2B Software Operator & Advisor | Angel Investor | Connector

2 年

Brings back good memories of being the "let's slow down guy" ??

Jason C. Scoggins

Fractional COO & 6X Entrepreneur ? Six Sigma Black Belt ? Quality > Speed ? Leadership ? Subpar Grappler ? Over Par Golfer ? Follow for operations, cigars, golf, jiu jitsu, & why a 4Runner can’t be beaten by a Jeep.

2 年

This may be the best one you’ve sent out. Amazing stuff!

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