A COO Isn’t a Second CEO, and They Shouldn’t Be Treated Like One
A COO isn’t there to take over the things you don’t want to do. They bring clarity, structure, and follow-through, but they can’t lead the business for you. This post breaks down what the COO role really is, why it often gets misunderstood, and how to make the relationship actually work.
I’ve seen it more than once. A CEO hires a COO thinking they’ve found a human catch-all. Someone to take over the stuff they don’t want to deal with, make decisions they’re avoiding, or just run the business so they don’t have to. But that’s not how it works. That mindset creates confusion, frustration, and usually a short-lived partnership.
The COO Is Not a Dumping Ground
Too often, founders assume the COO is there to clean up whatever mess they don’t want to handle. But a strong COO isn’t just doing tasks. They’re building systems, creating clarity, and helping teams move in the right direction. If the job description sounds like “everything I don’t want to deal with,” it’s time to pause and rethink the role.
The CEO Still Has to Lead
Hiring a COO doesn’t give you permission to check out. You still need to lead. That means staying close to the business, staying connected to the team, and continuing to shape the vision. A COO can operationalize your ideas, but they can’t replace your presence or insight. You’re not off the hook. You’re just better supported.
A COO Isn’t a Co-CEO
This one comes up a lot. Some CEOs want a strategic partner but aren’t ready to share decision-making. Others expect the COO to act like a second CEO without the authority to match. The best dynamic isn’t about power-sharing. It’s about role clarity. The CEO defines the what. The COO owns the how. When that’s clear, the whole company moves faster.
Misalignment Slows Everything Down
When there’s a mismatch in expectations, things break. Priorities drift. Teams get confused. Momentum stalls. If the CEO thinks the COO will just handle it without staying aligned, the partnership becomes reactive instead of proactive. Alignment isn’t a one-time conversation. It’s a habit.
The Takeaway
Hiring a COO isn’t about stepping away from the business. It’s about amplifying your leadership through someone who brings structure, follow-through, and clarity. But it only works if you stay engaged and get real about what the COO role is and isn’t.
