Aldo Siciliano explains why CEOs need a COO who is a generalist, not a specialist. The best CEO-COO pairs have opposite strengths: one pushes growth while the other manages the organizational side and knows when to pump the brakes.
Chapters
Always had sort of that tendency to want to be a very, very good generalist without being a super expert in any one thing. What was really apparent was the ability to adapt to the CEO was probably the key factor. I think it's very, very important for that dynamic of CEO COO to function really well. Talents, skills and personalities to be complementary and not identical, simply because one has to know when to hit the gas and follow in the, you know, hey, let's charge ahead and follow the vision and grow, but also then know when to sort of hit the brakes or throttle when there are additional ramifications across the organization.