Jimmy E. Chan’s Post

Bringing in a new COO can be a bumpy ride for CEOs. You don't know how to harness your new COO's potential just yet. You feel impatient, potentially stifling the COO's ability to drive change. You're not sure if the COO will *actually* adapt and align with your company's vision. Don't worry... It gets better with time—if you stay on track. These 3 shortcuts accelerate the integration and effectiveness of a new COO: 1. Set Clear Expectations → Clearly define what success looks like for the COO role in your organization. → Clear expectations provide a roadmap for your COO to follow. 2. Foster Open Communication → Encourage a culture where your COO feels comfortable sharing challenges. → This open line fosters trust and collaboration. 3. Provide Strategic Support → Give them space to navigate their new role effectively. → Strategic support accelerates their ability to make impactful decisions. Remember, the right COO doesn't just fill a role. They redefine it. Give them the space to do so, and you'll witness the kind of growth you hired them for. What additional tip do you wish you had known when you started as a COO or onboarded? Let me know in the comments.

I added 50k+ MRR with 8-9 figure brands. But a year ago I would never have imagined it. Here's how I did it: It was all about 3 main areas of focus: Team: 1. Invested in high-level talent 2. Trained my team to crush high-level clients 3. Spread a larger account workload over more people     Systems: 1. Internal service providers for media buying logistics (tracking, creative, etc...) 2. Hired assistants for high-level account managers so they can focus on client results. 3. Shared project boards between client and internal teams for full transparency of work. 4. No meeting on Wednesday so leadership can tackle deep work.     Resources: 1. Hired a fractional CFO 2. Worked with a recruiting firm for the first time 3. Multiple trainings on developing a hiring pipeline 4. Leadership training for professional founders     It's been a great start to 2024. But I'm excited to keep improving the business. My main takeaway so far is: Don't spread team members too thin and allow them to focus on their ONE THING. If you empower your team, you win. --- PS What have you learned in Q1 so far?

The COO has to be great at whatever the CEO sucks at. That’s why the search for a kick-ass COO doesn’t start with the COO. It starts with the personality of the CEO. What they need, and the perfect match for their skills and character. We’ve seen that a COO can occupy a variety of spaces and serve a range of functions. There is no single template for what makes an effective COO, other than their fit with the CEO—and every CEO is different. This is why I tell CEOs they must first know themselves before they can hire the right COO. Or else they’ll end up with a mismatch and the relationship won’t work.

BENEFITS OF HIRING THE RIGHT #2 LEADER (Integrator, 2iC, COO): • Your business will GROW exponentially • You will have more time to focus on your unique ability • You will have better communication among the team • Ideas will be implemented faster and more efficiently • Team members will have more accountability Do you want your Business to GROW Faster & Stronger? Book a short strategy session to learn more. DM me.

I've witnessed firsthand the transformative impact a skilled COO can have on a company. It's no secret that founders are rarely the best operators or leaders of people and culture (am I right?!) COOs are the architects of execution, turning ambitious ideas into concrete realities. A great COO doesn't just operate —they optimize - they enable your company to communicate, coordinate, and scale effectively. Do yourself (and your employees) a favor - even if you're not ready to hire a COO, start talking to talent, put it out there and learn as much as you can about what it could/would be like to unlock your business by finding and aligning a proven leader to take your biz (and legacy) to the next level. Imagine the freedom to focus on innovation and growth, knowing that your company is in capable hands. #COO #CEO #Visionary #Founder #WerunonEOS #Integrator #Hiring #HR #linkedin #ExecutiveSearch #CaptainsClub

The Kind of COO I Aim To Be I know it's a little random, but I've always wanted to be a COO. I remember in college I googled the title because it kept catching my attention. If I could tell college me that I'd go on to start Virtual COO and not only get to do the role but also help others do it as well, I'd be so excited! It wasn't a straight shot here, but here we are. Whether we work together on a Strategy Session, I come in as your fractional COO, or I help you find your perfect Operations Professional, here is what I believe about this role: ▪️The top priority is to help move the business forward. Not to just check tasks off. I reprioritize often based on this. ▫️Become a student of the CEO. Learn how they communicate and what their vision is. Then use my gifts to help get there. 🔹Take care of the team. There are a lot of great teachings out there about culture, but I believe if you treat others like you want to be treated you'll get most of it done. 🔸Turn the vision into an executable plan, then guide that plan forward. CEOs are often (though not always) visionaries and this is their greatest need. ▪️Use processes and systems as a way to reach goals faster. Not just to add processes and systems. Fellow Operations professionals - what did I miss here? What questions do you have about the COO role?

Success lives where there's alignment between your CORE VALUES, your VISION STORY and your BEHAVIOR. To achieve long-term success, first we have to master the art of hiring A-Players, delegating, and setting expectations and agreements that everyone can be held accountable to. This way, we create systems of VISIBILITY and ACCOUNTABILITY that will carry your practice through the long haul 🏗️ #ChiropracticSuccess #Visibility #Accountability #BusinessGrowth #Chiropractor

"I'm failing my team" he said, staring into his coffee. I knew that look. Five years ago, I had the same conversation with my own coach. The signs were familiar. His company had grown rapidly from around 10 to nearly 80 people in the last 14 months. Growth that any founder would dream of. But growth reveals gaps. He was working 16-hour days. Every decision needed his input. Simple tasks took weeks. His leadership team was starting to lose confidence. "How do you feel when you wake up?" I asked. "Overwhelmed. Scared. Like I'm letting everyone down." I shared my story. How I had struggled to let go. How my identity was wrapped up in being the CEO. How I almost drove my company into the ground trying to control everything. "What part of the business still gives you energy?" I asked. His eyes lit up as he talked about product strategy. About customer insights. About the future vision. But it dimmed when we discussed operations. Systems. Process. Performance management. That's when he understood. Being a founder is about vision. Being a CEO is about execution. Sometimes they're the same person. Often they're not. Three months later, he hired a CEO. He moved to Chief Strategy Officer. Last week he messaged me: "First time in years I'm excited to go to work." The hardest part of being a founder isn't starting something. It's knowing when to let someone else lead it.

Thanks Ashleigh Lindsay for making your wisdom and insights so clearly accessible. A fractional C-level leader can bring such value to organizations poised for new levels of success and breakthrough.

Huge opportunity