Prática de Shadowing: RECAST - Why You Will Fail Without a COO | Cameron Herold (Podcast 598) - Aprenda a falar inglês com vídeo
Escolha um modo de prática
Cada modo abre uma sala de prática em tela cheia.
409 frases
Se as frases estiverem muito curtas ou longas, clique em Edit para ajustá-las.
1
All right, I'm excited to bring you some more content from my book, The Second in Command.
2
We're going to talk about what the point of a COO is.
3
Why would you even bother bringing a COO into the organization?
4
What are they going to do when they're working with you inside of the organization?
5
What kind of leverage you're going to get?
6
We're going to go deep into that.
7
You're going to love this episode.
8
This will be one that you're going to want to share with your tribe as well.
9
We'll see you on the inside.
10
What's the point of a COO?
11
A COO makes things happen.
12
They are the glue that holds all internal departments and processes together.
13
COOs take a CEO's vision and find a way to make it a reality.
14
Alan Jostkiewicz, COO Alliance member and COO of Dynamic Marketing Inc.
15
We've seen that a COO can occupy a variety of spaces and serve a range of functions.
16
There's no single template for what makes an effective COO, other than their fit with the CEO, and every CEO is different.
17
Take it from me.
18
Through the COO Alliance and my Second in Command podcast, I've come into contact with hundreds of COOs with a wide range of skill sets in a wide variety of businesses.
19
No matter how strong they are in their particular role, they all have one thing in common.
20
They would likely do a terrible job running 90% of the other companies.
21
Of more than 250 podcast guests, each might be suitable to run, say, 20 of the other companies represented, and completely unsuitable to run the rest.
22
The most requested guest to have on the Second Command podcast is Sheryl Sandberg, who was COO of Facebook for 15 years.
23
Everyone wants to learn from her and learn about the incredibly powerful relationship she built with the CEO and founder Mark Zuckerberg.
24
There's no guarantee things would have gone so well with a different COO.
25
That's not to say that COOs don't have certain things in common.
26
Good COOs have the ability to slow down, think strategically, grow and align people, and focus on the critical few things rather than the important many.
27
The true power of a two-in-a-box comes
28
when the COO matches those traits with the unique personality of the CEO and sometimes also with industry-specific expertise.
29
You might still be wondering, what can a COO do for me?
30
The answer is pretty simple.
31
They can do anything you want them to do.
32
You just need to know what that is and select your second-in-command accordingly.
33
Inward vs. Outward Facing Some CEOs are so outward-facing they become integrally tied to the marketing of the brand,
34
as Steve Jobs did at Apple or Elon Musk at Tesla.
35
The general public is almost as familiar with the CEO's name as with the product.
36
In those cases, the right COO is likely more inward-facing and focused on the behind-the-scenes operations.
37
There's no reason for them ever to become known to the public.
38
In contrast, other CEOs are inward-facing.
39
They're like the level 5 leaders Jim Collins describes in Good to Great.
40
Humble, driven, focused, a combination that allows them to be inspirations for their colleagues.
41
Rather than engaging with marketing and branding, they might specialize in engineering or finance and lack any desire to engage with the media.
42
This type of CEO can build a highly recognized brand without their name becoming widely known.
43
In such a situation, a public-facing COO would make sense to serve as the face of the company
44
in the media and the spokesperson of the business world.
45
Ben & Jerry's provides a great example of an outward-facing COO.
46
The Ice Cream Maker is run by Ben Cohen and Jerry Greenfield, respectively inward and outward-facing.
47
Their powerful yin and yang has helped build and project a brand that is recognized around the world.
48
At Shopify, Harley Finkelstein, who went from COO to president, is the face of marketing, does many of the media interviews, and runs business development.
49
CEO Tobias Lutke is inward-facing, spending his time on product engineering and finance.
50
At 1-800-GOD-JUNK, I was a highly outward-facing COO, focused on franchise sales, marketing, talking to the press, and doing speaking events.
51
I was part of the amplification of the message and the brand, which leveraged my gifts and was appropriate for the growth phase, which brought with it a lot of built-in PR.
52
As I explained in my book, Free PR, I understood how publicity worked.
53
That's not always the skill of the COO.
54
but it was highly useful at the phase of business growth.
55
Brian and I became a public duo.
56
We'd sometimes give speaking events in which we took turns throughout a whole talk being on stage at the same time.
57
By contrast, Eric Church has now held my former role for a decade and most people have never heard of him.
58
He built the company from 100 million to 400 million, but he doesn't do speaking events on behalf of the brand or engage on social media.
59
He's inward focused, operational, and fantastic at what he does.
60
The key again is that the COO serves as the CEO's counterpart.
61
Whether that means being in the back room or facing the media, it's similar to two spouses going to a cocktail party.
62
With one an extrovert and one more introverted, they both have amazing discussions but they approach socializing differently and they're more effective together than individually.
63
While it's highly unusual for the COO to be the external
64
face of the company beyond playing a role in marketing and communications, they're almost always the internal face of the company and the top-level manager on the org chart.
65
More often than not, the CEO will have very few or no direct reports, or only the COO will report to them.
66
Once you hire a COO, you don't need to supervise more leaders than him or her if you don't want to.
67
Coordination vs. Subject Matter Expertise COO Alliance member Rachel Pachevis of Anne Marie Skincare likens the COO role to being a quarterback.
68
All she does is call the plays and pass the ball and trust that everyone else is fulfilling their own roles.
69
The COO can't do everything and hiring a new second in command isn't going to replace subject matter expertise.
70
A COO might focus on finance, IT, sales and marketing, operations or business areas, but as the company scales, those areas still need their own heads.
71
The exact configuration depends on the individual bandwidth and the maturity of the company.
72
A COO leading seven business areas can be an outstanding marketer, but they'll still likely need to appoint a head of marketing too.
73
Subject matter expertise is less important in a COO than an adaptable personality
74
and the ability to talk to department areas and call the plays without sounding like a moron.
75
Department heads have to be experts, but they don't have to understand others.
76
COOs have to be chameleons who understand everyone.
77
They don't have to be experts.
78
They just need to know how to hire experts.
79
The head of IT is likely the smartest person in IT and the CFO is likely the smartest person in finance.
80
The only disciplines the COO is likely the smartest person in are communications, people skills, and leadership.
81
They need the competence to ask the right questions from a leadership team perspective.
82
Which systems are missing or broken and how can the company change to collaborate better or remove obstacles.
83
The COO can lean on the Socratic method.
84
They need enough business savvy to know what questions to ask to get the right answers, to work with their people, and to bring out the best in others by growing their skills and confidence.
85
All of that involves removing obstacles between business areas, aligning those business areas, fixing the areas that are broken,
86
and bringing out the best in each one by adding the right systems, people, and resources.
87
The COO must be able to speak different languages, but doesn't have to be fluent in any of them.
88
When I oversaw product development at 1-800-GOT-JUNK, I would talk to the IT team about what software they needed to build.
89
It didn't matter
90
that I understood shit of what they said most of the
91
time as long as I grasped enough to ask the right questions.
92
The same with finance.
93
Figures are not my inherent strength, though I still had to understand the P&L, budgets, and cash flow statements, but not so much the balance sheet.
94
A COO must understand how every department speaks and translate between them.
95
That's how they ensure alignment, collaboration, and necessary cross-departmental discussions in advance of taking action.
96
The COO is part matchmaker and part cheerleader
97
and ensures people in different departments have the necessary facts about what others are doing.
98
It's a balance.
99
The COO needs results, but they also have to be able to listen and build confidence.
100
If they're saying no to suggestions and making all the decisions themselves, they're not building the confidence of their team to make decisions, come up with the right answers, develop competency and skill.
101
No one can develop if they're not allowed to do anything for themselves.
102
Empowerment, not rescue.
103
The COO's job is not to fix the problems or answer all the questions, but rather to grow others so they can fix the problems and they can answer the questions.
104
By focusing on growing people instead of fixing problems directly, the COO can advance the organization strategically rather than becoming just another firefighter.
105
The purpose of the COO taking work from a swamped CEO is not to simply have a swamped COO.
106
One of my favorite comparisons is with the role of a parent.
107
A parent's job is not to cook every meal or do all the laundry for their children, but rather to teach them how to do those tasks for themselves so they have the self-sufficiency when they reach adulthood.
108
In the same way, a good COO hovers above the trenches
109
and helps coordinate what's happening down there rather than getting sucked into the mud by trying to do employees' work for them.
110
Growing others' skills, competence, and confidence is a much more effective long-term strategy.
111
I could go on here about giving someone a fish and teaching them a fish, but you get the point.
112
I've spoken to many COOs on the Second Command podcast about how they oversee so many areas, and they essentially all say the same thing.
113
They don't.
114
They don't even try to be on top of everything that everyone else is doing.
115
Their role is to grow and align people who will oversee different areas and improve collaboration between them.
116
A COO who gets involved in every decision for every business area will soon be overwhelmed.
117
They'll be incapacitated.
118
It's impossible for one person to even read enough emails to keep on top of every business area, let alone make any decisions.
119
But that's not their job.
120
Their job is to lead people to do rather than doing directly.
121
Another role of the COO is to be able to find the greatest point of leverage in a messy situation.
122
At one point at 1-800-GOT-JUNK, the head of product development was working with the head of IT.
123
They fought constantly with lots of cross-cultural issues and a large dollop of misogyny thrown in.
124
Communication finally broke down when one said to the other, you're just like my mother.
125
Yep, that would do it.
126
I had to swoop in to help teach them how to communicate effectively, but I made damn sure I didn't take over any work from either of them.
127
They had to learn to disagree but still collaborate and have a basic level of respect and affinity for each other.
128
I was a coach, not a substitute worker.
129
It's easy sometimes to forget that the COO isn't just an execution expert.
130
They're also a people expert.
131
All COOs possess this unique skill set, processes and people, the nuts and bolts of getting shit done combined with the EQ
132
and soft skills that most shit kickers don't begin to understand.
133
Systems and Shortcuts Because the COO is an execution expert, they need to understand systems.
134
A good COO, particularly someone from outside a business, can see shortcuts, embrace the new, have the ability to learn quickly, and figure out how to hack the system.
135
Seeing shortcuts was one of my strengths because I found it easy to dumb everything down to the lowest common denominator.
136
Momentum creates momentum, so I always saw my role as being about getting things done rather than making them perfect.
137
That way we could move on to the next thing.
138
I had to find the easiest ways to get work done because we couldn't have the smartest, most senior people working on every project.
139
COOs have to be quick thinkers who can read between the lines to signpost potential snags in the underlying systems.
140
One of my mentors, Greg Johnson, tells a story about when he was being groomed as the COO and senior exec at Starbucks.
141
The CEO called him one day about a sign at a Starbucks location in Seattle with a burned out letter B.
142
The CEO didn't ask Greg why the letter wasn't working.
143
He didn't care because that wasn't a leadership question.
144
The key question and the one the CEO asked Greg was, what system could be put in place to ensure
145
that every letter on every sign at all 14,000 Starbucks locations were always working?
146
A good COO knows the value of the old business saying by Michael Gerber who wrote the e-myth, people don't fail, systems fail.
147
The CEO needs to be able to rely on the COO to keep their eye on leadership questions without being distracted.
148
It's made easier if the COO can identify broken or missing systems
149
and create a no-blame environment in
150
which people feel they are allowed to fail as long as they stay focused on the system solution.
151
A COO can also complement the CEO's vision by looking beyond the business to the environment in which it operates, the customer, the supplier, the market, the economy.
152
They look at the horizon and try to predict what lies beyond, and they feed that information into the company strategy.
153
At one point at 1-800-GOT-JUNK, the Canadian dollar was about 62 cents to the US dollar.
154
I went to the team and said that I was worried about the Canadian dollar getting stronger.
155
They didn't see a problem.
156
Six months later, it was at 70 cents to the US dollar.
157
I said I was worried about going to par.
158
A year later, it reached 78 cents and people started listening to me.
159
We implemented forward rate contracts and hedging strategies
160
and eventually the Canadian dollar was surpassing the US dollar and was worth a dollar seven.
161
We would have lost a hundred thousand dollars each year for every penny it went up
162
had I not been keeping an eye on macroeconomic forces.
163
Macroeconomics wasn't my job, it wasn't part of my brief, but it was part of my brief to think about finance, operations, and the customers in the market.
164
That was the sort of integration I could bring to the table as COO.
165
Strategy and people go closely together.
166
It's only by understanding people that a COO can fix strategy and find shortcuts.
167
Take the franchise model.
168
There are obviously different levels of franchise partners.
169
Some have a background in management, consulting, or running businesses, while others have nothing like that business competency.
170
But they all need to be able to execute the business system.
171
The same goes for internal employees.
172
My goal was to put systems in place
173
that I could write on a post-it note so
174
that the worst employee in the worst market in the worst conditions could still execute them.
175
If a franchisee could follow a system in Buffalo in a snowstorm in February with a temporary employee, then I knew we had the right system.
176
Anything that required an MBA to figure out was too complicated.
177
Complicated is easy.
178
Simple is hard.
179
Insiders don't necessarily look for or see shortcuts, which is why CEOs find that hiring a COO from the outside can often bring a different perspective to the table.
180
I was never the smartest person in the room, unless the room was very small.
181
But from school onward, I was always the student who figured out the shortcuts.
182
I found the cheat sheets.
183
I borrowed the lecture notes.
184
I paid smart kids to do my assignments.
185
I got the information I needed as efficiently as I could.
186
COOs need the same perspective on business systems.
187
They need an integrated, efficiency-minded, and scalable vision.
188
They need to know where there might be an easier way to achieve the same goal.
189
They need constructive laziness.
190
Strategy versus tactics.
191
Around 2,500 years ago, the Chinese general and military genius Sun Tzu wrote The Art of War.
192
In it, he said, strategy without tactics is the slowest route to victory.
193
Tactics without strategy is the noise before the defeat.
194
In other words, you need both.
195
In business, strategy and tactics should always complement each other.
196
They're two sides of the same coin.
197
In broad terms, the CEO is in charge of strategy and the COO is in charge of tactics.
198
Both are useless without the other.
199
One of the overriding goals of the COO is to provide high level support to the CEO.
200
That doesn't mean that lower level tasks are always a waste of time, but like the CEO, the COO needs to keep a strategic view on culture the direction of the board
201
and risk management for an entrepreneurial CEO who hires a COO
202
as a first leadership team member especially the COO can be a partner to brainstorm with at the time
203
when the CEO is likely crying out for strategic advice
204
that also frees up other leaders to stay relatively focused on their business areas
205
and get tactical
206
and the COO can periodically drop into the day-to-day execution of different business areas without becoming consumed
207
or losing sight at the strategic level.
208
If that makes a COO sound like something of a bipolar role, that's because it is.
209
Strategy on one hand, day-to-day operations on the other, it's the COO's job to toggle between head up and head down.
210
They need to make sure they're on the same page with your vivid vision, then check how that strategy is being translated into the operational level, then check back with the high level to see if anything has changed.
211
It's like a whale coming up for air and then diving back down to feed.
212
As a COO, make sure that you continuously recalibrate your role, your responsibilities, and your area of focus with your CEO.
213
Just because your CEO told you, here's what you should do, it doesn't mean he or she hasn't changed their mind.
214
As CEO, it's key to allow the COO to move between those levels.
215
They shouldn't be put into silos or used to put out fires in particular business areas.
216
That's only going to harm strategy.
217
Remember Greg Johnson's story of the broken Starbucks sign.
218
Why something is broken is a tactical concern.
219
The strategic concern is about what malfunctioning or missing system allowed the sign to become broken.
220
If the CEO doesn't allow the COO to occupy the same strategic level, they'll end up pushing them down to the tactical level.
221
And that will destroy the leverage that comes from two in a box.
222
As CEO, you look outward, work with VCs, raise money, and so on.
223
You climb the mountain to see where the organization is going, and the COO makes sure you get there.
224
But they can't do that unless you take them up the mountain with you and let them share the view.
225
Self-awareness and personality One of the most powerful roles a COO can play in any company is a source of energy.
226
Their energy creates more energy, but they have to appreciate their own power.
227
If they bring excitement and optimism, those qualities will spread.
228
If they come into a company with stressed-out energy, they'll stress everyone else out.
229
A demanding hard-ass will get a response in kind.
230
They shouldn't need to agonize over every word they say.
231
If they do, the CEO has probably hired the wrong person.
232
But they should be thoughtful and have a keen awareness that what they say impacts the whole organization.
233
More than anyone except the CEO, and sometimes even more than them, every action of the COO creates a butterfly effect throughout the whole business.
234
One of my biggest mistakes as COO was an incident
235
when I got upset with the entire team for wasting time in meetings.
236
My point wasn't wrong.
237
Shit, we were wasting hour after hour, but I blew up about it.
238
And the effects were even worse than the time wasting.
239
It spread negative energy throughout the whole company for a month.
240
It would have been better not saying anything.
241
Best of all would have been to explain it in a different way that achieved a better result.
242
And frankly, any result would have been better than what I achieved.
243
That's a lesson that stuck with me.
244
Emotional maturity.
245
Whatever qualities a CEO needs from a COO, and whatever role they want them to play in the business,
246
one of the key requirements is emotional maturity. That doesn't emerge overnight, which is why the best fits for the second-in-command role tend
247
to be more seasoned executives who have had time to gain wisdom and experience.
248
That said, I've met some incredibly impressive younger COOs who have an understanding beyond their years, combining people and technology skills, for example.
249
Experience can be overrated.
250
and not all experience is created equal.
251
Some people who say they have 30 years experience actually have five years experience six times in a row.
252
There's no reason a 27-year-old with five years of experience and more technical knowledge couldn't be a better hire.
253
The key to experience is nothing to do with years.
254
It's to do with the maturity and wisdom that come from having seen situations before, from having hired and fired, built teams, been to board meetings, and whatever else.
255
Everything we've done before makes us better, but some people gain maturity and wisdom quicker.
256
I'm pretty relaxed
257
when my son sets out to travel across the world on his own at the age of 18
258
because it had already flown a lot.
259
At that age, I would have found it impossible to do the same, but I trust him far more than I would have trusted my younger self because he's done it all before.
260
That's the same trust a CEO needs to be able to put in a COO, that they've seen and done enough not to mistake a problem for a disaster
261
or to see success as the same thing as perfection.
262
There's no fixed age for being able to do that.
263
Shaping culture.
264
The culture of an organization emerges from the core values, core purpose, the vivid vision, the big hairy audacious goal,
265
BHAG, the people, and the leadership skills you cultivate in your managers.
266
The CEO decides on the culture of the company based on their vivid vision, and the COO helps to make it a reality.
267
The COO can positively steer and cultivate the culture because the best culture is created by design rather than default.
268
The COO helps change the culture as needed based on the knowledge of what you want to build.
269
They could fire five negative, toxic people and change the culture overnight.
270
They could build a culture of praise based on core values, implement awards, incorporate mantras like people don't fail, systems fail, and create a positive, no-blame environment.
271
They could apply accountability and goals.
272
With Brian, I had room to exercise my entrepreneurial mindset in the COO role because the company was very new.
273
I joined as the 14th employee.
274
They didn't have all the answers and systems yet, so we had to wing it.
275
There was no franchise training system, coaching system, sales system, marketing plan, marketing budget or metrics.
276
There was nothing in place.
277
We had to create it all.
278
I had to be entrepreneurial enough to make it up.
279
COOs in early stage companies or entrepreneurial businesses often face a similar blank canvas.
280
If systems don't exist, you'll need a COO who can create them, and that's very different from being able to put them into place.
281
Someone who can run a 200-person company isn't necessarily the best COO to build a company from 10 to 200 people.
282
Running a company of 1,000 people needs different skills than growing a company from 100 to 1,000 people.
283
In an entrepreneurial company, make sure to hire a COO with entrepreneurial chops.
284
Working with the board and customers The COO also has a role in communicating with the board.
285
They bring operational clarity, a connection between the vision and the tactical discipline that the board appreciates, and often data-based answers that an entrepreneurial CEO doesn't have.
286
They can fill in the rest of the story the CEO leaves out.
287
They also bring the board's questions and concerns back to the leadership team to get the work done, and they hold the business areas to a higher standard by ensuring details don't fall through the cracks.
288
It's not the role of the COO to reach out to the board between board meetings.
289
As CEO, on the other hand, you can reach out to the board whenever and however you want.
290
The COO should not go directly to the board or any board member because it will cause triangulation with the CEO, which is dangerous.
291
The COO is a participant, not an initiator.
292
As COO, I helped craft board meeting agendas and steer the discussion topics.
293
My teams prepared information for the board received in advance, but I never called meetings.
294
I formed a bridge between the board and the execution
295
while ensuring proper preparation so the CEO didn't gloss over any important areas.
296
The COO's job is to make sure the CEO shows up at the meeting with information that is accurate without being scary.
297
It goes without saying that the CEO and COO have to be united in front of the board.
298
If you have differences, sort them out before you walk into the boardroom.
299
It's also great for COOs to be involved directly with the customers to get a fuller picture of the business.
300
They should talk to customers, suppliers, and all stakeholders to understand what you're building and what the concerns are.
301
Michael Dell used to call it reading the tea leaves.
302
He got a fuller picture by reading all the customer comments.
303
Sadly, too few leaders are truly connected to their customers or suppliers.
304
Desirable qualities.
305
Identifying the right second-in-command can be a challenge, as there are so few people who fit a role perfectly.
306
There are, however, some common qualities that you should expect any COO to be able to contribute toward an organization.
307
Adaptability.
308
The first, not surprisingly, is adaptability.
309
The COO needs to tailor their approach based on the culture of the organization
310
rather than trying to adapt the culture to suit them.
311
They need to absorb, project, and become the guardian of that culture.
312
They're the keeper of the flame.
313
Time management.
314
There will always be too much for a COO to do, so they need the ability to multitask and exercise excellent time management.
315
Drive The COO is the motor that drives the whole business forward.
316
They can't afford to rest on their achievements.
317
When 1-800-GOT-JUNK won an award and was on Oprah, I was less interested in the short-term excitement
318
than how we could use our appearance to get more coverage
319
and ensure the call center was equipped to feel the greater influx of inquiries.
320
But while Brian and the team understandably reveled in the success for a couple weeks, I made sure to leverage the excitement throughout the company in a way that would make a long-term difference.
321
Likeability.
322
No one wants to work with people they don't like, and that's more true of a COO than virtually anyone else.
323
A COO has to be likable as a person because
324
that will give them a platform to facilitate the whole leadership team and steer the culture of the organization.
325
They need to build consensus within the business as well as deal with suppliers, customers, and the board.
326
Likeability was one of my core strengths.
327
I stuck to my small town values from growing up in Northern Ontario, Canada, which made it easier to build relationships with all sorts of people.
328
Honesty.
329
Honesty was another of my strengths because I've always been open and frank.
330
Part of the COO's role, as I saw it, was to say what everybody else was thinking but didn't have the confidence to say.
331
A COO with a filter is of limited help.
332
They should be respectful and Discreet, of course, but they shouldn't have to censor their communication.
333
The more guarded they are, the less others will trust them.
334
Say what you mean and mean what you say.
335
It's not rocket science.
336
Communication.
337
We've all worked with leaders who make us roll our eyes or want to duck out of sight.
338
When the COO walks by, people should feel excited to spend time with them, rather than trying to avoid them.
339
That's a key part of the COO bringing drive to the business, and it all comes down to communication.
340
When I asked COOs what advice they'd give to their 22-year-old selves, Matt Wohl, COO Alliance member and president of Acceleration Partners said, Listen before you talk.
341
Always.
342
It's number one.
343
It's not as simple as being able to communicate well.
344
A COO needs to be able to write messages
345
or pass on verbal instructions that are easily accessible and that no one can misunderstand.
346
Of course, but they also have to inspire people.
347
Every word they write or say should help raise the energy throughout the business at all times.
348
Diplomacy Dropping a COO into an organization could potentially cause huge upheaval.
349
So a COO needs the ability to function as a diplomat from day one, creating harmony and relationships to lay the foundation for when the inevitable healthy conflict occurs.
350
There's a balance in getting all the relevant opinions on the table, while also ensuring people like and respect each other.
351
The COO needs to achieve that harmony while also coming into an already established organization
352
and leading senior people who might have wanted their job or resent no longer reporting to the CEO.
353
The ability to build trust and cultivate personal respect is essential from day one.
354
There will be times when the COO needs to make unpopular decisions for the greater good of the business.
355
If they say what they mean and mean what they say, if they engage in healthy debate and stay focused on the benefit of the team, the vision, the core values, and the health of the company,
356
it will make it easier for others to understand that they aren't arguing or pissing people off for fun, but rather to keep everyone moving forward.
357
Steadiness.
358
I've already explained that the stereotype of the crazy visionary CEO is becoming less common.
359
But hell, let's not kid ourselves that it doesn't exist.
360
A COO shouldn't share that same crazy energy.
361
They should avoid it at all times.
362
They need to keep on an even keel.
363
So what if it makes people think they're a little boring?
364
In reality, they're just more focused.
365
Entrepreneurialism.
366
Hello signed COO Whitney Box advice to her 22 year old self would be,
367
don't try to plan too hard because you may totally miss the best ever that could have happened to you. Be opportunistic.
368
Whitney encapsulates the entrepreneurial nature of a good COO.
369
They need to be aligned with your vision
370
and focused on how to get there while also being entrepreneurial enough to bob
371
and weave and spot opportunities that fit the vision.
372
Provided they keep in mind their overall direction, a good COO can spot something that wasn't necessarily on the plan, pick it up, and run with it.
373
If the COO is too rigid with the plan, they'll miss opportunities.
374
On the other hand, entrepreneurs tend to jump from opportunity to opportunity and trust their intuition, which is an approach that won't scale.
375
The COO can't become simply the enforcer of the plan, because forcing people won't help them scale or bolster their cause.
376
The COO needs discipline without sacrificing flexibility or losing sight of the mandate to grow the confidence and skills of the people.
377
Work needs to get done while growing confidence along the way.
378
Coaching.
379
The COO shouldn't be a go-to referee, just as parents should teach their kids to work out their problems rather than mandating solutions.
380
If the COO becomes a referee in a business, they'll constantly find themselves involved in conflict, which sets them up for failure.
381
They need instead to focus on coaching, moderating, facilitating discussions, and growing skills so that people can fend for themselves.
382
At the end of the day, the COO can't moderate discussions.
383
They have other work to do.
384
You catch more flies with honey.
385
It's powerful for leaders to remember when you tell people what to do, you hurt the energy and the organization.
386
But if you can sell them on it, align them with it, and get them excited about it, you'll get the same or better result with better energy.
387
Availability The COO needs to be available to listen to people to help them solve their own problems, though not to serve as a rescuer or dumping ground.
388
Having an open door means both allowing people to come to them
389
and also being able to go out and seek feedback from others in the company.
390
A COO has much more interaction with the day-to-day than a CEO.
391
As CEO, particularly as the company scales, you won't have all the tactical answers.
392
You should still connect with people through the town halls and skip-level meetings, a strategy I'll discuss in more detail later.
393
But it's the COO's role to be more available to coach and assist with problem solving.
394
The COO is a highly visible role within an organization.
395
So you need to hire someone who can command respect within the company with level 5 leadership style.
396
As a humble, cultural cheerleader, an internal champion who will help grow people.
397
They need to have experience, but also check their ego at the door.
398
When I came into 1-800-GOT-JUNK, people respected my experience because I'd built other companies before.
399
They asked me what I'd done elsewhere and deferred to my deep domain expertise in franchising, which no one else had.
400
In sharing my experience, I was accessible to a fault.
401
I had more of an open door than necessary.
402
In fact, I had no private office.
403
My desk was out on the floor with everyone else to maintain a connection with everyone in the company.
404
I also spent a lot of time walking around and chatting with people.
405
Written and narrated by Cameron Herald.
406
Text copyright 2022 by Cameron Herald.
407
Production copyright 2023 by Cameron Herald.
408
All rights reserved.
409
Thank you for listening.
Baixar aplicativo
Tudo o que você precisa para falar fluentemente
Pronúncia com IANota em cada frase
Prática de IPADomine cada som
VocabulárioMonte seu banco de palavras
Jogo de vocabulárioAprenda brincando
Mesmo canal
FOR YOU
Vídeo recomendado
B21
1004 frases
ALL OF BUSINESS Explained in 58 Minutes (No BS, No Fluff)
Business EnglishWorking Adults
B21
25 frases
How To Keep Your Top Performing Employees | Jack Welch
Business EnglishWorking Adults
C11
272 frases
The Truth About RSA Ad Strength: 3 Big Mistakes & My Go-To Copy Framework (Episode 532)
Business EnglishWorking Adults
C11
599 frases
Why Most Go-To-Market Motions Collapse at Scale, with Jeanne DeWitt Grosser, COO at Vercel
Business EnglishWorking Adults
B21
21 frases
7 metrics you NEED to know as a CEO
Business EnglishWorking Adults
C13
465 frases
How CEO’s Handle Difficult Conversations (Ways I Wish Someone Had Told Me)
Business EnglishWorking Adults
C11
352 frases
Why Renewals Are Won or Lost Before the Renewal Call
Business EnglishWorking Adults
B21
190 frases
This 25-Year-Old Built a 2-Year Moat Nobody Can Bet Against | Corgi, Nico Laqua & Emily Yuan
Business EnglishUniversity StudentsWorking Adults
B22
304 frases
I made 500,000 cold calls and learned this
Business EnglishWorking Adults
B22
225 frases
Conan Delivers The State Of The Podcast | Conan O’Brien Needs a Friend
Business EnglishDaily ConversationUniversity Students
B23
74 frases
The 1% Rule
Business EnglishWorking Adults
Vocabulário e dicas de fala para esta lição
Esta aula de conversação de nível C1 usa o vídeo “RECAST - Why You Will Fail Without a COO”. Este vídeo tem 409 frases e 5981 palavras para praticar shadowing. A fala dura 30:54. O falante fala rápido, cerca de 194 palavras por minuto, então espere sons ligados e reduzidos. 82% das palavras estão entre as 3.000 mais comuns do inglês; vale a pena estudar o restante antes de começar.
Vocabulário principal deste vídeo
As 15 palavras mais avançadas do vídeo, com pronúncia e significado:
| Palavra | Pronúncia | Significado |
|---|---|---|
| shortcut substantivo | /ˈʃɔːtkʌt/ | atalho |
| maturity substantivo | /məˈtjʊəɹɪti/ | maturidade |
| tactical adjetivo | /ˈtæktɪk(ə)l/ | tático |
| expertise substantivo | /ˌɛkspɜːˈtiːz/ | perícia, especialidade |
| leverage substantivo | /ˈlɛv.(ə.)ɹɪd͡ʒ/ | alavancagem |
| cultivate verbo | /ˈkʌltɪveɪt/ | cultivar, plantar |
| align verbo | /əˈlaɪn/ | alinhar-se, alinhar |
| steer verbo | /stɪɹ/ | direcionar, guiar |
| vivid adjetivo | /ˈvɪvɪd/ | vívido |
| supplier substantivo | /səˈplaɪə/ | fornecedor, fornecedora |
| adaptability substantivo | /ədæptəˈbɪlɪti/ | adaptabilidade, flexibilidade |
| cheerleader substantivo | /ˈtʃɪə(ɹ)ˌliːdə(ɹ)/ | líder de torcida, líder de claque |
| competency substantivo | /ˈkɑm.pə.tən.si/ | competência, aptidão |
| likeability substantivo | simpatia | |
| strategically advérbio | estrategicamente |
Phrasal verbs que você vai ouvir
| Palavra | Significado |
|---|---|
| figure out verbo | descobrir, deduzir |
| burn out verbo | apagar-se |
| come up with verbo | pensar (em), alcançar |
| end up verbo | terminar, acabar |
| go out verbo | sair |
| go up verbo | subir |
| head up verbo | encabeçar |
| move forward verbo | adiantar |
Frases que vale a pena repetir
Frases curtas e completas do vídeo que você pode usar na conversa do dia a dia:
- What kind of leverage you're going to get?
- We're going to go deep into that.
- You're going to love this episode.
- We'll see you on the inside.
- That's a lesson that stuck with me.
Gramática neste vídeo
As estruturas que o falante mais usa, com as palavras exatas do vídeo:
| Estrutura | No vídeo |
|---|---|
| Frases condicionais if + oração, will/would + verbo — uma condição e seu resultado | If systems don't exist, you'll need |
| Present perfect have/has + particípio passado — uma ação passada que ainda importa agora | We've seen · I've come · has helped |
| Voz passiva be + particípio passado — o foco está no que acontece, não em quem faz | is run · is recognized · are broken |
| Orações relativas who / which + oração — informação extra sobre uma pessoa ou coisa | people who will · shortcuts, which is · student who figured |
Pronúncia para ficar de olho
O falante usa 102 contrações e formas reduzidas, como don't, they're, didn't. Diga-as na forma curta, do jeito que você ouve.
- Palavras longas — acerte a sílaba tônica: entrepreneurial /ˌɑn.tɹə.pɹəˈnɝ.i.əl/, maturity /məˈtjʊəɹɪti/, adaptability /ədæptəˈbɪlɪti/, competency /ˈkɑm.pə.tən.si/, collaborate /kəˈlæb.ə.ɹeɪt/
Sons difíceis para falantes de português:
- Consoante final — sem acrescentar um “i” depois: inward /ˈɪnwəd/, shortcut /ˈʃɔːtkʌt/, outward /ˈaʊt.wɚd/, cultivate /ˈkʌltɪveɪt/, vivid /ˈvɪvɪd/
- /l/ final — a língua toca o céu da boca, não vira “u”: entrepreneurial /ˌɑn.tɹə.pɹəˈnɝ.i.əl/, tactical /ˈtæktɪk(ə)l/, obstacle /ˈɑbstəkəl/, inevitable /ɪˈnɛvɪtəbəl/
- s + consoante no início — sem um “i” antes: steer /stɪɹ/, swamp /ˈswɑmp/
Como praticar com este vídeo
- Ouça o vídeo inteiro uma vez sem falar e anote as palavras que você não conhece.
- Comece na velocidade 0,75×, faça shadowing frase por frase e volte à velocidade normal quando ficar fácil.
- Grave a sua voz e compare com o original, prestando atenção a palavras como shortcut, maturity, tactical.
O que é a Técnica de Shadowing?
Shadowing é uma técnica de aprendizado de idiomas com base científica, originalmente desenvolvida para o treinamento de intérpretes profissionais. O método é simples, mas poderoso: você ouve áudio em inglês nativo e repete imediatamente em voz alta — como uma sombra seguindo o falante com 1-2 segundos de atraso. Pesquisas mostram melhora significativa na precisão da pronúncia, entonação, ritmo, sons conectados, compreensão auditiva e fluência na fala.