Second in Command
I recently completed a national search for the Chief Operating Officer of a NYSE REIT. At the onset, we advised the client that the position required a significant amount of discussion and underwriting because the role of the COO is often misdiagnosed, and the nature of the role and the profile of the ideal individual can vary widely from company to company. In addition, every company does not include a COO among the ranks of its leadership team. I was curious if there was an authoritative publication on the subject, and luckily found an excellent paper published in May 2006 by the Harvard Business Review, “Second in Command – The Misunderstood Role of the Chief Operating Officer.” This column does not provide enough room to provide the CliffsNotes, but I thought it might peak your interest to share the seven kinds of COOs that are framed in the article. They are not mutually exclusive, but it is interesting to separate them into the main categories into which they fall: The Executor, The Change Agent, The Mentor, The Other Half, The Partner, The Heir Apparent, and The MVP. If you have an interest in learning more about this important subject, you can download a copy from HBR’s website.

Tony LoPinto is the Global Sector Leader of Korn/Ferry International's Real Estate Practice and founder of SelectLeaders. The views expressed in this article are the author’s own.

PALMER CAPITAL, INC.
Capital Markets Partner
(SACRAMENTO) The partner will be responsible for underwriting, marketing, structuring debt and equity, and the management of client relationships; among other duties.