{"id":136773,"date":"2024-12-03T15:22:08","date_gmt":"2024-12-03T19:22:08","guid":{"rendered":"https:\/\/www.shortform.com\/blog\/?p=136773"},"modified":"2024-12-03T15:22:09","modified_gmt":"2024-12-03T19:22:09","slug":"ceo-and-coo","status":"publish","type":"post","link":"https:\/\/www.shortform.com\/blog\/ceo-and-coo\/","title":{"rendered":"CEO and COO Partnership: How to Build Rapport (Cameron Herold)"},"content":{"rendered":"\n<p>What makes a CEO and COO partnership truly effective? How can business leaders know when it&#8217;s time for their second-in-command to move on?<\/p>\n\n\n\n<p>In <em>The Second in Command<\/em>, Cameron Herold explores the dynamics of successful CEO and COO relationships. He shares insights on <a href=\"https:\/\/www.shortform.com\/blog\/how-is-trust-earned\/\">building trust<\/a>, fostering friendship, and recognizing when partnerships need to evolve.<\/p>\n\n\n\n<p>Keep reading to discover practical strategies for creating and maintaining strong leadership partnerships that drive business success.<\/p>\n\n\n\n<!--more-->\n\n\n\n<h2 class=\"wp-block-heading\" id=\"h-building-rapport-between-the-ceo-and-coo\">Building Rapport Between the CEO and COO<\/h2>\n\n\n\n<p>According to Herold, for the business to run as smoothly as possible, the CEO and COO should have an intimate understanding of each other and should share mutual trust. This will help the CEO overcome issues and present a united front to others in the company. To do this, the CEO must build not only a solid working relationship but an intimate friendship as well. If the COO\u2019s personality intentionally complements the CEO&#8217;s, this shouldn\u2019t be too difficult.<\/p>\n\n\n\n<p><strong>To start off, the CEO and the COO should discuss their backgrounds and histories<\/strong>\u2014for example, hardships they&#8217;ve faced, accomplishments they&#8217;re proud of, their fears, their family life and childhood, and so on. They also should take personality tests and share their profiles with each other.\u00a0<\/p>\n\n\n\n<p>(Shortform note: In <a href=\"https:\/\/shortform.com\/app\/book\/the-advantage\" target=\"_blank\" rel=\"noreferrer noopener\"><em>The Advantage<\/em><\/a><em>, <\/em>Lencioni argues that fostering personal <a href=\"https:\/\/www.shortform.com\/blog\/how-to-improve-work-relationships\/\">relationships in the workplace<\/a> to build mutual trust is critical because it <a href=\"https:\/\/shortform.com\/app\/book\/the-advantage\/1-page-summary#standard-1-build-a-safe-environment\" target=\"_blank\" rel=\"noreferrer noopener\">creates a <em>safe environment<\/em><\/a>\u2014a crucial factor in <em><a href=\"https:\/\/www.shortform.com\/blog\/what-is-organizational-health\/\">organizational health<\/a><\/em>, which determines whether an organization will thrive. However, sharing personal histories and personalities are only two of the ways to build a safe environment. Lencioni also recommends discussing the <a href=\"https:\/\/www.shortform.com\/blog\/fundamental-attribution-bias\/\">fundamental attribution<\/a> error\u2014an inherent human tendency to make excuses for our mistakes while unfairly attributing others&#8217; mistakes to their personality. Keeping this in mind will <a href=\"https:\/\/www.shortform.com\/blog\/how-to-support-colleagues-at-work\/\">help coworkers<\/a> avoid making the <a href=\"https:\/\/www.shortform.com\/blog\/the-fundamental-attribution-error\/\">fundamental attribution error<\/a> that will result in healthier communication and more respect among counterparts.)<\/p>\n\n\n\n<p>To further promote friendship between the CEO and the COO, <strong>Herold recommends regularly meeting up outside of work just to hang out<\/strong>. This isn\u2019t to talk about work but just to have fun and get to know each other better.<\/p>\n\n\n\n<p>(Shortform note: Hanging out in person, as Herold recommends, isn\u2019t always possible if the CEO and COO live in different places or the company is fully remote. To build a <a href=\"https:\/\/www.shortform.com\/blog\/the-people-closest-to-you\/\">close relationship<\/a> despite these difficulties, <a href=\"https:\/\/andysto.com\/how-to-build-human-connections-in-the-remote-workplace\/\" target=\"_blank\" rel=\"noreferrer noopener\">consider conducting virtual hangout sessions<\/a>\u2014happy hour video chats, virtual storytelling sessions, or even hangouts where you teach each other fun skills you have like knitting or making your favorite dish.)<\/p>\n\n\n\n<h3 class=\"wp-block-heading\" id=\"h-when-to-let-go\">When to Let Go<\/h3>\n\n\n\n<p>While <a href=\"https:\/\/www.shortform.com\/blog\/how-to-hire-a-coo\/\">hiring a COO<\/a> is a long-term commitment, Herold says that,<strong> in most companies, there will come a time when the current COO is no longer a fit.<\/strong> People and companies are always growing and evolving, and it\u2019s not guaranteed that your COO will still align with the vision you have for the company after a few years.<\/p>\n\n\n\n<p>(Shortform note: Research shows that COOs aren\u2019t permanent\u2014in fact, <a href=\"https:\/\/www.rialtoconsultancy.com\/news_insights\/executive-transition-chief-operating-officer\/#:~:text=As%20for%20tenure%2C%20the%20data,title%20for%205%2D7%20years.\" target=\"_blank\" rel=\"noreferrer noopener\">having a COO last more than a few years is rather uncommon<\/a>. Thirty-three percent of COOs last for only one or two years, 18% last three or four years, another 18% last five to seven years, and only 11% stick with the company in that same role for over 11 years.)<\/p>\n\n\n\n<p>If your COO no longer shares your vision for the company, no longer feels passionate about the goal, or the <a href=\"https:\/\/www.shortform.com\/blog\/types-of-coos\/\">type of COO<\/a> and roles you need them to fill changes as your future vision evolves, it\u2019s <a href=\"https:\/\/www.shortform.com\/blog\/when-its-time-to-move-on\/\">time to move on<\/a>. Herold says you\u2019ll know when this time comes because your COO will stop enjoying the work as much and will feel more overwhelmed and stressed by their duties.<\/p>\n\n\n\n<p>(Shortform note: Once you decide it\u2019s time for the COO to move on, experts say there are <a href=\"https:\/\/www.forbes.com\/sites\/bruceupbin\/2011\/08\/23\/preparing-to-fire-an-executive\/\" target=\"_blank\" rel=\"noreferrer noopener\">a few more steps you need to take to ensure a smooth goodbye<\/a>. For example, you must discuss the decision with the board\u2014explain your decision and make sure they support it, discuss the COO\u2019s separation package and get the board\u2019s approval, and solidify a good reputation for yourself and the COO by focusing on the matter of misalignment rather than on the COO\u2019s shortcomings.)<\/p>\n","protected":false},"excerpt":{"rendered":"<p>What makes a CEO and COO partnership truly effective? How can business leaders know when it&#8217;s time for their second-in-command to move on? In The Second in Command, Cameron Herold explores the dynamics of successful CEO and COO relationships. He shares insights on building trust, fostering friendship, and recognizing when partnerships need to evolve. Keep reading to discover practical strategies for creating and maintaining strong leadership partnerships that drive business success.<\/p>\n","protected":false},"author":9,"featured_media":136780,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[45,14],"tags":[1679],"class_list":["post-136773","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-business","category-management","tag-the-second-in-command","","tg-column-two"],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v24.3 (Yoast SEO v24.3) - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>CEO and COO Partnership: How to Build Rapport (Cameron Herold) - Shortform Books<\/title>\n<meta name=\"description\" content=\"Ideally, a company&#039;s CEO and COO have an intimate understanding of each other and share mutual trust. 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