The Second in Command: Unleash the Power of Your COO

Key takeaways:

I'm struggling. I think there was a lot of good content in this book, but it was hard to see through all the self promotion.

- The COO is not responsible for doing things, rather ensuring things get done.
- Sometimes you need a COO to obey and execute, sometimes you need a COO to challenge you.
- You don't need to be an expert, you just need to hire experts, then get the best out of them. Use the Socratic method.
- Don't make decisions by yourself. Help your experts make the decisions. Empower, don't rescue.
- Momentum creates momentum. Get things done, don't worry about making them perfect. The momentum will carry the projects towards perfection.
- People don't fail, systems fail.
- Aim for systems that can be written on a post-it note that someone with an MBA and someone who has never run a lemonade stand can both execute.
- If the rate of change outside your business is faster than inside, you're out of business.
- Cameron talks about creating an operating manual for yourself that others you work with can read. What frustrates you? What are your principles? What do you expect from others? What excites you? etc. Give people a quick overview of who you are, what to expect from you, and what you will expect from them.
- Break down your plans: annual targets, quarterly plans, monthly touchpoints, weekly activities, daily actions.
- We need to give more thought to interviewing process and annual performance reviews. 3:12:32 in the audiobook.
- The COO and CEO should be friends. Spend time together away from the office once a week or so. Build trust and friendship. Read the same books and talk about them.
- Developing people is more important than getting stuff done.
- Delegating is asking “Who else could do what I'm doing now?”
- Don't speak first and squash the discourse. Encourage everyone to contribute.