The purpose of this course is to better prepare executives for the challenges of serving as the number two executive in an organization. Doing so requires that we spend time addressing several important considerations. The first series of considerations involve understanding the role of the number two.
The role defies a single definition because the demands placed on the COO vary as a function of the CEO’s knowledge, skills, abilities, preferences, and personality, as well as the life cycle stage and strategy of the company and competitive and other external factors.
The first purpose of this course is to help attendees appreciate the nuance associated with being a great second in command so that they are better prepared to offer the leadership team just what it needs.
The second purpose of the course is to both broaden and deepen the skills most critical to the COO position. For example, the COO is often the person with direct responsibility for leading change. The COO usually has considerable responsibility for executing the company’s strategy.
And, finally, the COO must be a capable leader of people and of teams. During this course, a series of exercises and activities will be used to help illustrate just how to sharpen these critical leadership competencies.
By the end of the course attendees:
- Will learn about the seven types of COO roles and how to prepare themselves to effectively execute each;
- Will learn how to effectively build a career strategy to make the most of their COO opportunity;
- Will build their ability to form and lead teams, as well as to restore the performance of a team that is underachieving;
- Will understand and be able to lead organizations without falling prey to the forces that most often lead strategies to fail;
- Will expand their capabilities in the critical leadership areas of:
- Leading change
The Role of COO
- Understand each of the seven types of COOs and the factors that determine which is the best fit for current conditions
- Developing a productive relationship with your CEO
- Developing a productive relationship with the board and other stakeholders
- Discussion of lessons for success from the careers of iconic COOs
- Learn how to build trust in teams and to recover performance from teams that are slipping
- Understanding career strategy in today’s business climate
- Developing your own career strategy as a COO – what comes next and building a plan to get there
Competencies in Leading Change
- Discuss the role of COO as change agent in today’s organizations
- Identify the factors that make change leadership so challenging
- Practice with models of organizational change using case studies
- Play the Experience Change simulation (one laptop per team and internet access will be provided)
- Go beyond the traditional view of change leadership to understand how basic unanswered questions about the organizational environment can doom change and how to overcome them
- Improve your ability to motivate employees, particularly those who do not appear willing to support change efforts
Overcoming Threats to Successful Execution of Strategy
- There are ten common reasons that strategy fails when it comes to execution, including challenges with communication, alignment with other activities and systems in the company, and so on
- Learn to anticipate these threats to strategy execution and practice approaches that disarm them
This three day intensive course is designed specifically for:
- Existing COOs
- Aspiring COOs
- Head of Operations
- Risk Managers
- Risk Directors
- Control Function Managers
Dr. Nathan Bennett
Nate Bennett is co-author of “Riding Shotgun: The Role of the COO.” Stanford University Press published the first edition in 2006 and an updated edition in 2017. From 2007 until 2014, he was the academic advisor to the Accenture COO Circle, a world-wide network of over 150 COOs from the globe’s most visible for profit and not-for-profit organizations.
He joined the J. Mack Robinson College of Business at Georgia State University in the summer of 2012. He served as the Associate Dean for Faculty and Research from October of 2014 until January of 2017. Now he serves as the Associate Dean for Program Innovation. Previously, he held a variety of academic and administrative positions at the Scheller College of Management at Georgia Tech and the Ourso College of Business at Louisiana State University.
Dr. Bennett has nearly 30 years of experience designing and delivering high impact leadership development programs. He has worked with executive audiences across North and South America, much of Western Europe, Russia, and South Africa. Representative clients include The Home Depot, Lockheed-Martin, GE, Schneider Electric, The Coca Cola Company, Delta Air Lines, UnitedHealth Group, Accenture, the US Army, the US Navy, and NCR.
He has published in the Harvard Business Review, Wall Street Journal, BusinessWeek.com and Forbes.com. In addition to “Riding Shotgun,” he is also co-author of “Your Career Game: How Game Theory Can Help You Achieve Your Professional Goals,” also published by Stanford University Press.
His research interests involve power, top management team effectiveness and leadership transitions. More information is available at www.nate-bennett.com.
Holiday Inn Hotel, Sandton – Johannesburg
29 – 31 August 2018
Local Fee: R 39,999
International Fee: $ 3,599
Get 15% discount, when you register 3 or More delegates.
Get 10% discount, when you register 3 months before the course’s start date.
Get 5% discount, when you register 2 months before the course’s start date.
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