How to operate well? The COO's job is like building the engine of the company
| 1. The COO’s job is like building the engine of the company - Running a company is much more difficult than designing and producing a product. You need to have the ability to make irrational people from different backgrounds enjoy working together every day without going crazy. - The operation of a company is like starting from a blueprint and designing and completing a powerful engine. At the beginning, the engine was barely assembled and looked complicated and ugly. We want to make it beautiful, simple, powerful, and a cool sports car that anyone can drive. - Warren Buffet Buffett once said, "Build a cmpany that any idioit can run, because eventually they will." Build your company into a company that any fool can manage, because one day your company will fall into the hands of a fool. 2. How to operate - starting with output management - The best and only good book about operations is "High Output Management" by Andy Grove, former Intel CEO. The job of a COO is simply to manage output, which is the real indicator of a company's development. - A good manager should not only make his own department have high output, but also have the ability to influence the output of related departments, including product and marketing departments; - The COO of a startup company is responsible for every detail of the job, including how to answer the phone at the front desk, daily management, customer service and miscellaneous tasks. It sounds like a big title, but it actually involves a lot of chores. 3. Specific responsibilities and management strategies of COO - Simplify goals: Oftentimes, the daily management work of a company is very complicated, and it is not easy to distinguish between common colds and headaches and potentially fatal injuries, so managers can easily get lost in it. The COO’s primary responsibility is to concretize, quantify, and simplify the company’s strategic goals. Only extremely simplified specific goals will allow every employee to understand and keep in sync at all times. Once the goals are quantified and simple, people will no longer have reasons to make excuses for being irresponsible. - Clarify: After having simple and quantifiable goals, during the execution process, you should constantly ask the team questions to clarify the goals and tasks and determine where the company's core competitive advantages lie. It is recommended to list 1-4 problems to be solved every day, starting with the most important and difficult problem. - Allocate resource: One of the important responsibilities of COO is resource allocation. It is to quickly adjust manpower and various resources according to the changing needs of each department to ensure the optimal utilization of key resources and the progress of important goals meets the expectations. - Consistent voice: Another often overlooked responsibility of the COO is to ensure that the goals and execution of each department are in step with each other. This is actually not easy to do and requires a good coordination mechanism and special attention. - Dare to let go and delegate: In daily management work, you must dare to let go. The premise is to clearly know which tasks have a major impact, avoid risks, and take full responsibility; for those with less impact, you can boldly let go to allow new team members to exercise; it is recommended to do an impact analysis of the tasks to be completed every day, and then decide which ones to take on yourself and which ones you can let go. - Good at using people Team: Here is a vivid metaphor barrel & ammunition. Usually capable people can be divided into two categories. One is like the cannons used in wars, which are very valuable, and the other is like ammunition, which is also indispensable. However, if the number of cannons is too small and the ammunition is too large, they will not be able to play a role. Most of the staff are ammunition, not cannon. So how do you spot the hot-shot employees? One of their characteristics is that their ability to handle work will continue to expand, and they have a lot of room for advancement. Another characteristic is that they are good at spontaneous cross-border collaboration. These two points are typical characteristics of big-name talents and must be carefully discovered and improved in a timely manner. - Stay focused: Staying focused is easier said than done. When Peter Thiel led the Paypal team, he asked every executive team member to focus on one goal/one thing. No one understood or accepted it at first. In fact, the benefit of emphasizing focus is that it encourages everyone in the core team to concentrate on solving the most difficult A+ problem, rather than the easier B+ problem that most people would choose when their attention is dispersed; if this continues for a long time, the A+ problem will never be solved and the company will not have any major breakthroughs. - Metrics & Transparency: The company's development must have specific measurement goals and maintain a high degree of transparency and timely communication within the company, including the decisions of the company's board of directors, reports from employee meetings, etc., which must be promptly informed to employees and maintained transparent. The transparency of the meeting room is also very important. It is recommended to use meeting rooms with glass walls as much as possible to reduce employees' sense of exclusion and they will not feel that they are completely excluded from the decision-making level. - Food and Office: People often think that working lunch and office are trivial matters, but in fact, they are far more important than we expect. If the company lunch is terrible, employees will spend the afternoon working day complaining and grumbling rather than using the time for spontaneous brainstorming. The office is also very important. Its design often affects company culture and work efficiency. A pleasant working environment is beneficial to promoting creativity. 4. Conclusion: The COO may be the busiest person in the company. He has to take care of everything, always has problems to solve, and can never stop. People who enjoy challenges and problem solving are suitable for the position of COO. When you feel that you are too busy every day and never finish your work, and you may still be writing emails at 2-3 in the morning, don’t be surprised, because you may be doing a good job as a COO. |
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