We have plenty of loyal managers who run their departments, but we need to hire our first true executive-level Chief Operating Officer to run operations so I can focus on our exit strategy. How do we design this new seat and write the GWC™ roles on our Accountability Chart without threatening our existing managers?

Question

Tyler Smith · Accepted Answer

Hiring a true executive-level chief operating officer is a critical step to free yourself for an exit, but it often triggers insecurity among your legacy managers. To handle this transition smoothly, you must design the seat based on the needs of the business, not the feelings of your staff.

Start by looking at your Accountability Chart. Do not look at the names of your current people. Define the COO seat purely by its roles. Typically, this seat is your Integrator. The five major roles for this seat usually include running the day-to-day operations, executing the business plan, holding the leadership team accountable, ensuring organizational alignment, and driving results.

Once the seat is defined, use the GWC™ tool to evaluate candidates. You must ensure the person you hire completely gets, wants, and has the capacity to do the job.

To protect your legacy managers from feeling threatened, be transparent. Explain that as you prepare for an exit, your focus must shift to high-level strategic planning from the Owner's Box. The new COO is not there to replace them, but to provide them with the day-to-day support, leadership, and management that you no longer have the capacity to give.

Incorporate this transition into the Same Page pillar of your Charter. Frame the hire as a win for the entire organization because it provides the structure needed to scale. Align your existing managers by showing them how a dedicated Integrator will help them hit their own departmental Rocks and achieve their personal growth goals.