It’s a wonderful thing when you have the right person in that role.
The truth is: most seconds-in-command don’t have the support system they need.
They struggle in certain areas and don’t have their own group of peers to collaborate with.
This is why we developed a peer group specifically for these leaders: COO’s and Division Managers overseeing a minimum of 5M in revenue.
I polled the members in our group recently.
Here are some of the challenges they have faced, that we have helped them overcome.
Common Challenges Faced by Seconds-in-Command.
1. Team building:
“When I was promoted to general manager we started to build a senior team of division managers.
The challenge for me was to move from directly controlling everything to setting standards and processes and then letting my senior team work out the details.”
2. Accountability to Processes:
“We developed good systems but they didn’t always stick.
If you take your eye off one process, it tends to slowly unravel.
I learned to inspect what I am expecting of my team.”
3. Staying on the Same Page with the Owner:
“Owners move fast and break things.
I have learned to set the expectations with the owner, to make sure we stay on the same page with his vision and goals of the company.
It’s so important we communicate ongoing. That keeps us continuously growing together, and knocking out goals.”
4. Financial Decision Making:
“I knew my division’s numbers, but learning the entire company’s took a new way of thinking.
Learning the budget and the financials of the company was an important step.”
Should You Promote or Hire?
All four of these people quoted were promoted from within.
You can also hire a COO from the outside. We have helped companies do both.
Either strategy requires a careful (but different) approach.
Internal Promotions must be carefully thought through
- You need leaders who see the big picture and can translate it.
- Are very good at managing managers.
- Be able to personally/professionally grow as the company grows.
External Hires
- Must be a culture fit first and foremost
- Complement you well; bring what you don’t have.
- Bring the experience needed to operate a larger company (have been where you want to go).
What Tools Do Seconds-in-Command Need?
Here are a few tools we have created that seem to help:
- Tools for building accountability agreements with the CEO (owner). When things move fast you need more than a mutually respectful relationship.
- Tools for making better decisions with the financials.
- Setting up processes that keep things simple and followed by all. Interestingly, there’s a “process” for that.
Managers and leaders need their own education and peer group for learning, which is why we created our second-in-command peer group.
Your Challenge – Cascading the Development of Leaders
Once you develop a leader, you ideally want them to develop their own seconds in command.
It doesn’t stop with finding “the right one” to be your #2.
You will want to cascade that down the organization, building your bench and scalability of your business.
It’s an important job with a large pay off.
Go get em. Carpe diem!
Regards, Jeffrey Scott
P.S. If you would like to learn about our special peer group for seconds in command, hit reply, and reach out and talk to us.
