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In this two-part solo session, I walk back a premature critique and double down on a deeper conversation that matters: how we define, deploy, and sometimes misunderstand the Chief Operating Officer role.
Part one is a public apology—directed to Claire Hughes Johnson, one of the most insightful operational minds in the game. After misinterpreting her remarks on COO hiring and org design, I did what too few leaders do: I listened, re-evaluated, and took ownership. Turns out, Claire and I are more aligned than not. Her “test before you title” framework is brilliant, and her emphasis on minimizing a bad COO’s