Taking on the COO role for the first time is a pivotal moment in any executive’s career. As the number two leader tasked with managing day-to-day operations, the COO holds a complex and demanding position.
It’s understandable that first-time COOs may misstep when transitioning into the role. Even experienced business veterans can falter when assuming the wide-ranging responsibilities of the COO for the first time.
By understanding the most common COO mistakes, new chiefs of operations can sidestep pitfalls and set themselves up for success from day one. Here are the top mistakes new COOs make and how to avoid them:
Getting caught in the weeds
As COO, it’s tempting to dive into tackling operational problems hands-on. After all, this is what makes the role so critical.
However, the number one priority should be developing a strategic operations roadmap aligned to business goals. The COO can’t remain stuck in the weeds or risk losing sight of the big picture.
Avoid this trap by deliberately carving out time for strategic thinking. Delegate tactical issues and empower your team to own day-to-day execution. Don’t let the urgent replace the important.
Acting too independently
The COO-CEO partnership is central to success. But many first-time COOs try to operate independently without aligning priorities with the top leader.
This leads to disjointed objectives that confuse employees. It can also spark power struggles that undermine organizational focus.
Maintain constant communication with your CEO. Ensure your priorities ladder up to the growth strategy. When disagreements occur, resolve them quickly by focusing on what’s best for the business.
Moving too fast
Eager to make their mark, new COOs often aggressively roll out major changes before laying the groundwork. But moving too fast risks destabilizing operations and alienating employees.
First, invest time deeply understanding the organization’s strengths and pain points. Get to know leaders and frontline employees. Only then will you know where change is truly needed.
Move fast, but with careful analysis and buy-in from your team. Don’t risk major disruptions through hasty execution.
Neglecting culture
Operations is all about people. But many new COOs focus exclusively on systems and metrics while underestimating the importance of culture.
Without energized and engaged employees rallied around shared goals, even the most finely tuned operation will sputter and stall.
Make culture a priority from day one. Model desired behaviors, double down on talent development and give employees a voice in shaping cultural evolution. This builds the foundation for operational excellence.
Being overly critical
The COO role attracts hard-chargers who won’t accept mediocrity. However, adopting a sharply critical mindset overly focused on problems alienates employees.
Certainly address underperformance, but also take time to recognize achievements. Look for upside in setbacks and coach employees rather than criticize.
Set a balanced tone focused on mutual growth and deployment of strengths. You’ll be amazed how this mobilizes people versus putting them on the defensive.
Isolating themselves
The COO oversees many specialized functions from finance to supply chain. However, staying siloed in the C-suite prevents understanding ground realities.
Make active listening and visibility throughout the organization cornerstones of your leadership. Know what’s happening on the frontlines, not just through reports.
No insight is more valuable than seeing operations through the eyes of employees doing the work and customers being served. This informs improvement efforts.
Stepping into the COO role comes with sky-high expectations. But armed with knowledge of common missteps, first-time chiefs of operations can avoid these pitfalls. Focus on partnering with your CEO, understanding culture, soliciting input and maintaining perspective. Do this and operations – and your leadership – will flourish.
