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This document discusses the role of the Chief Operating Officer (COO) in an organization. It provides 7 business reasons for having a COO, such as to provide daily leadership in an operationally intensive business or to balance or complement the strengths of the CEO. The document also lists characteristics of a good COO, such as having a collaborative nature and resilience. Finally, it provides a checklist for determining whether bringing in a COO is right for an organization, including validating the need and assessing willingness to allow autonomy.
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You're smart. You deliver. What else could your company want from you? Why don’t they come to you for the big decisions? Why won’t they listen to your proposals? It seems like everyone has an agenda and they’re doing everything they can to kill your great ideas. To be effective leader we must bring more than our academic pedigrees to an organization. This session attempts to explain the complex nature of organizational politics and how to survive in a dynamic and often chaotic environment.
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• what are organizational politics
• how to differentiate between positive and negative organizational politics
• what contributes to organizational politics
• how an organization manages and leverages organizational politics
• why new ideas need organizational political skill
• how to identify and manage stakeholders in organizational politics
• how to increase your organizational political skills.
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This document discusses power and politics in organizations. It defines power as the ability to influence others to act in ways you want and make things happen according to your desires. There are various sources of power in organizations, including legitimate, reward, coercive, expert, and referent power. Power can lead to consequences like compliance, resistance, and commitment from others. The document also discusses organizational politics, factors that influence political behavior, and tactics used in organizational politics like developing alliances and coalitions. It provides recommendations for managing politics effectively through establishing credibility, building support networks, and implementing clear policies and procedures.
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1. The document introduces concepts in organizational behavior including why it is important to study OB to understand, predict, and influence human behavior in organizations.
2. It discusses levels of analysis in OB from the individual to group to organizational levels and lists some dependent and independent variables that are studied.
3. The summary concludes by briefly mentioning some challenges and opportunities for organizational behavior research and practice like managing diversity, change and ethics.
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This document summarizes key concepts around power and political behavior from Chapter 11. It defines power as the ability to influence others through influence or authority. It discusses forms of power like control over resources or information. It also outlines tactics for using power ethically and effectively, as well as conditions that encourage political behavior in organizations. Managing political behavior involves open communication, clear expectations, and an empowering organizational climate.
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At the end of this seminar, participants will be able to:
a. Identify how men view organizational politics.
b. Learn the skills and traits used by male employees to be successful in organizational politics.
c. Explore possible opportunities and challenges in various industries.
Do you know why women are not sitting at your leadership tables in your organization? Have you ever thought that, if given the opportunity, you could help make your organization better? Many professional women have reported feeling left out of key decisions or impacted by the politics that lessen their contributions. At the same time, several top women executives who continue to excel say YOU must learn to understand, rise above, and effectively use politics to get things done. In her book, Lean In: Women, Work, and the Will to Lead, COO of Facebook Sheryl Sandburg encourages women to promote themselves in order to achieve professional advancement. This session is part one of a two-part series that will help women to address the best methods of navigating organizational politics from the all-male panel’s perspective.
At the end of this seminar, participants will be able to:
a. Identify how men view organizational politics.
b. Learn the skills and traits used by male employees to be successful in organizational politics.
c. Explore possible opportunities and challenges in various industries.
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This document discusses organizational structures and ways to improve them. It covers alternative structures like hierarchies, spans of control, and how structures impact business performance. Specific topics include narrow vs wide spans of control, chains of command, levels of hierarchy, common types of structures, delegating authority, empowering employees, and changing structures. Communication within and outside the business is also addressed as important for coordination, motivation, and decision making. Barriers to effective communication and methods to obtain feedback are outlined.
ORGANIZATIONAL CHANGE
This document discusses organizational change and its key aspects. It defines organizational change as modifications to an organization's structure, processes, or products that impact how work is performed. Changes can include altering the organizational structure, operations, workforce size, working hours/practices, or roles. Changes are categorized as either planned, resulting from deliberate decisions, or unplanned, being imposed on the organization. Managing resistance to change is also discussed, emphasizing the importance of communication, participation, empathy, and other strategies. The roles and skills of change agents in facilitating organizational change are outlined.
Organisational structure
Organisational structure refers to the arrangement of jobs and groups within a company. An organizational chart visually depicts reporting relationships and the chain of command. Organizational structure is important for decision making and smooth business operations, as it defines roles and status within the company. Common structures include flat, tall, matrix, and divisional structures, each with their own advantages and disadvantages related to communication, decision making, and adaptability.
Ch 9 organizational structure and design
The document discusses organizational structure and design. It covers key elements of organizational design including work specialization, departmentalization, chain of command, span of control, and centralization/decentralization. It also discusses traditional and contemporary organizational designs such as functional, divisional, team, matrix, and boundaryless structures. Additionally, it addresses challenges of designing organizations to keep employees connected, build a learning organization, and manage global structural issues.
Organizational Structure
This document discusses organizational structure and provides definitions and examples of key concepts. It defines organizational structure as how a group is formed and how communication and authority are channeled. It then discusses the importance of organizational structure for clarifying roles and responsibilities. The document contrasts formal and informal structures and describes centralized and decentralized structures. It also defines organizational charts and discusses types of charts including vertical, horizontal, and circular charts. The key concepts of authority, responsibility, delegation, and accountability are defined.
Organizational structure ppt
The document discusses organizational structure and different types of structures. It explains that an organizational structure determines relationships between functions and positions, delegates roles and responsibilities, and arranges lines of authority and communication. The main types of structures discussed are tall, flat, virtual, and boundaryless structures. Tall structures have many management levels while flat structures focus on empowering employees. Virtual structures use technology to connect people who interact electronically. Boundaryless structures are flexible and encourage integration.
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A Comparison of five popular Organization Design Models
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Week 2 BUS 660 Contemporary Issues in Organizational Leadership.docx
Week 2 BUS 660 Contemporary Issues in Organizational Leadership
Week 2 - Discussion 1
Ethical Leadership
Companies have become increasingly aware of the advantages that being ethically conscious have to offer, especially in the global economy. Using the overview of ethical leadership provided in this week’s lecture and readings, in what way can ethical business practices increase organizational competitiveness in their respective industries and help to further substantiate the notion that an ethical culture is good for business? Conversely, how does unethical leadership adversely affect the organization’s bottom line? What impact can a leader’s position on ethics have on the culture of an organization?
Week 2 - Discussion 2
Ethical Organizational Culture
What is the relationship between a leader’s responsibility for ethical behavior and the idea of an ethical organizational culture? Research a specific nonfictional leader of your choice and provide examples of the behaviors this leader exhibits that highlight the role of ethics in leadership. Answer the following in your post:
1. Can a leader’s public and private morality be distinguished? Should they be?
2. Can a bad person be a good leader?
3. Why is it important for leaders to demonstrate ethical conduct?
4. Which is more important for improving ethical values in an organization: a code of ethics, leader behavior, or employee training?
Week 2 - Assignment
Characteristics of Leader Effectiveness
The purpose of this assignment is to examine similarities and differences in characteristics of effectiveness for several familiar leadership roles. In a three- to four-page paper (excluding the title and reference pages)
· Identify the characteristics by which the effectiveness of the following leaders might be evaluated: an assistant coach, a teacher, and a minister. Prioritize and explain the rationale for these characteristics.
· Discuss the ethical issues or challenges associated with prioritization.
· Compare and contrast the extent to which there are unique or similar characteristics across the different roles, and the extent to which the criteria are measurable. For example, some of the characteristics you might identify for the role of assistant coach might include the leadership behind a team’s win-loss record, player perceptions, team morale, etc.
Your paper must be formatted according to APA style as outlined in the Ashford Writing Center, and it must include citations and references from the text and at least two scholarly sources from the Ashford University Library
2 Preparing to Lead
iStock/Thinkstock
Learning Objectives
After reading this chapter, you should be able to:
• Establish a personal commitment to excellence.
• Understand the importance of character in a leadership position.
• Relate personal characteristics and actions to leadership success.
• Undertake efforts to grow and change.
• Display the willingness to change personal behaviors.
• Assume the .
Anthony wrote the average investor should be checking out the ca.docx
Anthony wrote: "the average investor should be checking out the cash flows statement in general to understand the general trend and solidity of a company. Accrual basis data doesn't give nearly as much foresight into future projections of how a company". As indicated in Anthony's response, the statement of cash flows shows the uses and sources of: cash during for the operating, investing, and financing activities of a company. The balance sheet and income statement are prepared using the accrual basis of accounting.
The statement above regarding the investor's assessment of the general trend and solidity of a company is assuming that all cash transactions are correctly classified as operating, investing or financing activities on the statement of cash flows. Take a look at the ethics case presented in BYP 12-9 that appears in the Broadening Your Perspective section at the end of Chapter 12 in the WileyPLUS Readings or on page 683 in the eBook version. The ethics case provides additional information than presented below, which are the key points of the case.
The board policy requires the statement of cash flows for Templeton Automotive shows that net cash from operating activities exceeds $1 million dollars. However, the net cash from operating activities amounts to $970,000. The president of the company asks Nick, the controller if there is any way to increase the operating cash flows by $30,000 or more.
"Upon close scrutiny of the statement of cash flows, Nick concludes that he can get the operating cash flows above $1 million by reclassifying a $60,000, 2-year note payable listed in the financing activities section as "Proceeds from bank loan--$60,000." He will report the note instead as "Increase in payables--$60,000" and treat it as an adjustment of net income in the operating activities section." (Kimmel, 2013)
Class, how does the misclassification of a financing activity as an operating activity on the statement of cash flows impact the decision making process of an external user as to the financial status of the company?
Reference
Kimmel, P. D. (2013). Financial accounting: Tools for business decision making. Retrieved from University of Phoenix eBook Collection.
Please read INSTRUCTORS instructions carefully and completely
Due date 4/19/15 in 4 hours
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References page must include a valid URL to take the reader to the electronic copy of each source.
If cannot complete with the given instructions do not reply
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Write as a discussion with another student
Make a question out of the response, or I found the material interesting, or what do you think
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I am in the U.S.
Week 7.
3 organizational effectiveness report
1. The document summarizes the findings of a study conducted by The Beacon Group on organizational effectiveness.
2. The study examined seven organizations and found that lack of focus was the top issue, with an average score of 52% across organizations. Business architecture and organizational culture also scored relatively low.
3. Key findings included that silos negatively impact performance, senior leaders fail to align frontline managers, accountability is lacking, and strategic decisions are not well communicated.
Running head MAJOR PROJECT1MAJOR PROJECT9Initial Ou.docx
Running head: MAJOR PROJECT
1
MAJOR PROJECT
9
Initial Outline
Chicago
University
(The Working Title of this Major Paper Should Go Here Exactly as on the Title Page)
Foreclosure is a scary word for homeowners, but it is
not all that common today (citation needed). Bortz (2017) reported that the foreclosure rate (meaning the percentage of loans in foreclosure) currently hovers just under 1%. During economic downturns, like the housing crisis of 2011, foreclosure rates rose as high as 3.6% in United State (Bortz, 2017).
Research question
The phenomenon as mentioned above and literature background lead to the overriding research question, “what are the lived experiences of management executives whose companies face foreclosure?” The subareas of exploration for this question are:
i. The manager’s self-care practices
ii. The manager’s relationship with immediate relatives
iii. The manager’s business practices
iv. The manager’s relationships with subordinates
Methodology
In order to investigate the lived experiences of management executives, a phenomenological qualitative method will be employed. The relationships and practices of managers facing company foreclosure are the core of this research. Creswell (2013) discussed that the purpose of a phenomenological qualitative method is to …….
Proposed population
1. The homogenous group for the study is former management executives strictly from the operations department. The selected executives will have a background of having undergone company foreclosure at least once in the past 20 years.
2. Participants will be solicited through enticing advertisements online for filling surveys to participate in a study interview.
3. The number of participants will be restricted to 16 executives aged 35 years or more. Their former positions will be limited to operations management.
Data collection
1. The type of data to be accrued will be unstructured and semi-structured interviews.
2. Participants will be asked to participate in at least two rounds of one-on-one interviews spanning anywhere from 50 to 60 minutes each. Interviews will be conducted in person, by phone, or through an internet source such as Zoom.
3.
Bracketing
I am especially interested in this research question because my research showed scarce primary literature about the impact of company foreclosure on the personal and professional lives of executives’ manager and their families. With many companies facing foreclosure around the globe every year, it is surprising that very little research has been conducted on how they affected the lives of the involved executives. I suspect I may find it useful to know the real potential consequences of organizational shutdown in case I become a manager in the future. Even though one works hoping for the best, preparing for the worst is also a very rational route for any organizational management model.
(Do you have any first or third-party experience and/or knowledge of a.
Mybix
This document summarizes key concepts from Chapter 1 of an organizational behavior textbook. It defines organizational behavior as the field studying how individuals, groups, and structure influence behavior in organizations. It notes that OB draws from various disciplines like psychology and sociology. Knowing OB can help managers improve performance and employees understand work dynamics. Challenges in today's workplace exist at the individual, group, and organizational levels.
Leadership report
This document discusses key concepts of leadership including:
1. The four functions of management are planning, organizing, leading, and controlling. Effective planning sets goals and strategies to achieve objectives.
2. Different leadership styles exist depending on the situation, including styles focused on tasks versus people. Situational leadership adapts to different situations.
3. Effective leaders inspire and motivate followers, create other leaders, and take action rather than just planning. Good leadership requires vision, engagement, role modeling, and continuous improvement.
Unit 1 Module 1 - Virtues and Drawbacks of Organized Activity.docx
Unit 1: Module 1 - Virtues and Drawbacks of Organized Activity
Virtues and Drawbacks of Organized Activity
The establishment of large, complex organizations is historically recent. Today, much of society's important work is done in or by organizations. Many organizations really play their roles well, providing good jobs, producing safe and reliable products, developing their workforce, and fulfilling their social responsibility. However, without the right leadership and good decision-making, they may produce poor service, and defective and dangerous products.
We have recently seen corporations tarnishing their reputations by exploiting people and communities, and by damaging the environment. In some cases, people chosen to lead organizations seem to be clueless of what is really going on and how to keep an organization in good shape, or how to turn it into a successful one.
One way to avoid the negative effects of organized activity and, therefore, improve performance, is through reframing or viewing situations from multiple perspectives. Reframing offers cognitive lenses on the world that affects what you see and what it means.
This course introduces a framework consisting of the following four basic lenses or frames for strengthening managerial diagnosis and action:
· Structural Frame: It focuses on the architecture of organization—the design of units and subunits, rules and roles, goals and policies—that shape, and channel decisions and activities.
· Human Resource Frame: It emphasizes that management requires an understanding of people with their strengths and foibles, reasons and emotions, and desires and fears.
· Political Frame: It depicts that organizations are considered competitive arenas characterized by scarce resources, competing interests, and struggles for power and advantage.
· Symbolic Frame: It focuses on issues of meaning and faith.
Key Words for the Four Frames
Frame
Key Words
Structural Frame
Goals, task, technology, rationality, environment, rules, roles, linkages, differentiation, integration
Human Resource Frame
Needs, skills, feelings, motivation, satisfaction, norms, interpersonal interactions, fit (between person and organization)
Political Frame
Power, conflict, coalitions, scarcity, enduring differences, politics, bargaining, negotiation
Symbolic Frame
Symbols, meaning, belief, faith, culture, ceremonies, rituals, myths, stories, play
Unit 1: Module 1 - Managerial Thinking
Managerial Thinking
Before becoming managers and leaders, professionals develop their qualifications by learning from others and developing their own managerial style and interpersonal skills. This formation can be biased by those who play an important role on each individual’s development process.
When each one of those individuals takes charge, they carry all that into their performance and leadership style. Some are overwhelmed by the new responsibilities and “freeze” before the many challenges they face. It is also usual that manager ...
Mgt31003 learning log
This document outlines the course assignments and topics for a management class, including papers on visiting McDonald's and conflict resolution in teams, case studies on ethical issues and business planning, quizzes on management pioneers and business growth stages, and assignments on interviewing a manager, hiring candidates, and reflecting on learning throughout the semester via a learning log. The goals are to improve observational, analytical, and interpersonal business skills.
Move-Faster-Drive-Harder
The document provides advice from over 50 CEOs for new CEOs taking on their first CEO role. The key pieces of advice are to:
1) Move quickly to establish a narrow set of high-impact priorities and drive them relentlessly with a sense of urgency in the first 6-9 months.
2) Make fast decisions around talent, even if difficult, and remove underperforming people from key roles.
3) Stop doing your old job and establish a new identity as the leader, delegating tasks even if you think you can do them better.
4) Admit your weaknesses and seek help from other talented leaders to complement your skills and focus on areas of maximum impact.
What's involved in a great CEO psychological assessment
Having a better understanding of your CEO through a psychological assessment can be extraordinarily valuable in creating an effective working relationship. It can also be extremely valuable when considering candidates in rare instance of CEO transition. This article describes what is involved in a great CEO psychological assessment.
Leadership Profiles, Styles & Achievements
This slideshow examines the meaning of leadership in modern organisations. How are we to understand leadership? Is it through the personality or behaviours of individuals who occupy leadership positions, or is it through the processes they enact, or the results they achieve? What are the key characteristics of successful executives today? This presentation explores these questions.
Chapter01
The document discusses several key topics about management:
1. It defines management as getting work done through others and outlines the four main functions of management: planning, organizing, leading, and controlling.
2. It examines different types of managers like top, middle, and first-line managers and describes their major roles and responsibilities.
3. It outlines common mistakes that managers make and the transition process employees go through when becoming managers.
4. It discusses how companies can gain a competitive advantage by creating people management practices that develop skills, share information, and promote employee satisfaction.
Reflection and Discussion Forum Week 74Reflectio.docx
Reflection and Discussion Forum Week 7 4
Reflection and Discussion Forum Week 7
Jada Walden
Organizational Behavior – BUOL 532-02
Professor: Dr. Ronald Spicer
October 9, 2019
Introduction
Within organizational structure, the mention of boredom by continuously repeating the same tasks was interesting to me as I have had this experience. It was of particular interest to me that depending on the culture of the office, the ability to either increase or decrease innovation depends on the dynamics of all involved.
Chapter 15 – Foundations of Organizational Structure
To become specialized in an area I believe is something we all desire as we continue in our working career. The old saying, “practice makes perfect” is true, the longer we work at a task, the better we become. The problem that management don’t understand sometimes is when you are kept in one position too long, you feel as if they don’t believe you are qualified to do anything else. In my previous job, I did the same exact task for 18 years. Although I had a few additional duties assigned, the day to day job was the same, increasing in size as we acquired more companies. When I would ask about the opportunity to do other things I was always told, “no one ever leaves, so there is no chance of advancement”. Not only was this discouraging in itself, the same processes every day became extremely boring. Although I was an expert at my job and based on evaluations performed very well, it was difficult to be satisfied. As a result after 18 years, I chose to leave. It was a very difficult decision, as I viewed, and still do, my co-workers as family.
Chapter 16 – Organizational Culture
This chapter for me goes back to the topic of politics and how hierarchy can be determined by office size. In my former job, an outsider could have strolled through the building without knowing anyone and quickly realize who was in charge. The executives were located on one side, all with massive offices and the best of furniture. Even looking through the parking lot at the vehicles driven could determine those that were CEO level and slightly below, all driving expensive company SUV’s.
Within different cultures, it can become easy to be conformed to “this is the way it’s always been done”. Organizations can become so focused on policies and procedures that the ability to be open to new and improved is non-existent. My dad used to say, “If it’s not broken, don’t fix it”. This can be true, but within the world we live in now not being willing to change and learn can result in being left behind. It’s easy to become set in your ways, and even feel a sense of insult when suggestions are made to improve procedures. I’m ashamed to say I have been guilty of that in the past. There have been times when my own insecurities have led me to assume a situation that in reality wasn’t true. I have become short with people who were only trying to help, not take my place or mak ...
Mgt31003 learning log
This document outlines the assignments and course content for a management class, including papers on visiting McDonald's and conflict resolution in teams, quizzes on management pioneers and business growth stages, case studies on ethical issues and employee participation, an interview with a manager, and assignments on hiring, learning logs, biographies of CEOs. The document lists learning objectives for each topic, such as understanding how businesses operate like machines, recognizing ethical issues in organizations, and learning management styles from CEOs' lives.
Human side of management
This document is a chapter from a book titled "The First Time Manager" about managing people. It discusses some of the challenges new managers face such as taking on more responsibilities, increased scrutiny, and being responsible for others' work. It explains how managers are evaluated based on their team's collective performance rather than individual contributions. A new manager may have trouble adjusting their perspective from an individual employee to considering the company's needs. The chapter emphasizes understanding one's new responsibilities as a manager and considering all factors and potential consequences of decisions, not just how things appear currently.
BUS 520 Massive Success / snaptutorial.com
For more classes visit
www.snaptutorial.com
The Johari Window emphasizes that we may not be aware of everything that there is to know about
ourselves. Others may know things about us that we just cannot see or are unwilling to admit. One way to
improve our personal relationships is to increase what we know about ourselves and what others know
about us. The following two (2) behaviors are key to improving personal and professional relationships:
BUS 520 Success Begins / snaptutorial.com
The Johari Window emphasizes that we may not be aware of everything that there is to know about
ourselves.
BUS 520 Technology levels--snaptutorial.com
For more classes visit
www.snaptutorial.com
The Johari Window emphasizes that we may not be aware of everything that there is to know about
ourselves. Others may know things about us that we just cannot see or are unwilling to admit. One way to
improve our personal relationships is to increase what we know about ourselves and what others know
Bus 520 Enthusiastic Study / snaptutorial.com
The Johari Window emphasizes that we may not be aware of everything that there is to know about
ourselves. Others may know things about us that we just cannot see or are unwilling to admit. One way to
improve our personal relationships is to increase what we know about ourselves and what others know
about us. The following two (2) behaviors are key to improving personal and professional relationships:
• Openness to Feedback – we have to recognize that others see things in us that we may not be
aware of and accept information they provide.
Akshay Rakshit-Grasim
This document provides an overview of a study conducted on leadership styles at GRASIM Industries in Madhya Pradesh, India. It begins with introducing the Blake-Mouton Managerial Grid model for analyzing leadership styles based on concern for production and concern for people. Five common leadership styles are defined according to this model: impoverished, country club, produce or perish, middle-of-the-road, and team leadership. The objectives and importance of studying leadership styles at GRASIM Industries are described. Key parameters for evaluation include emphasis on goals, empowerment, innovation, emotional intelligence, job satisfaction, and the management-employee relationship. The goal is to understand the prevailing leadership style using the Blake-Mouton model and
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COO Handout
- 1. Next Door to the Corner Office: The Role of the COO Ron Skinner Deputy Executive Director Association of School Business Officials Phone: (703) 708-7068 Email: rskinner@asbointl.org Website: www.asbointl.org Terry Nawrot Chief Operating Officer Informz Inc. Phone: (518) 691-0071 x.186 Email: nawrot@informz.com Website: www.informz.com “Don’t do it just because you think you want some time off. Do it with a business purpose.” -Kenneth Freeman, Former Chairman and CEO, Quest Diagnostics offering advice on knowing when to create a #2 position. 7 Business Reasons for having a COO/Deputy Executive Director (Bennett & Miles) Firm –Focused – focus on operations, the competencies are defined primarily by internal operational demands 1. To provide daily leadership in an operationally intensive business 2. To lead a specific strategic imperative undertaken by management, such as a turnaround, major organizational change, or planned rapid expansion, or to cope with the dynamic environment CEO – Focused – the competencies are defined primarily in relation to those of the CEO 3. To serve as a mentor to a young or inexperienced CEO (often a founder) 4. To balance or complement the strengths of the CEO 5. To foster a strong partnership at the top – (the two-in-a-box model) COO – Focused – often determined by the situation, involving factors internal and external to the firm. 6. To teach the business to the heir apparent to the current CEO 7. To retain executive talent that other firms may be pursuing, absent an imperative from the business for creating the position “You can define the job any way you feel like, depending upon the individuals and what you are trying to accomplish.” -Robert Herbold, served as COO at Microsoft Source: Bowers
- 2. “The relationship between the CEO and COO has to be a really tight one. If they are not able to establish trust or there are inconsistencies in behaviors and actions this can quickly become a derailment factor for the number two and sometimes for the number one as well.” -Wendell Weeks, COO, Corning Characteristics of a good COO (Dalton): 1. A high degree of self assuredness and mental toughness 2. A collaborative nature with a background reflecting strong team and service orientations 3. A willingness to confront and be confronted 4. The ability to work successfully with other strong egos 5. Resilience in the face of his/her own errors 6. A solution oriented attitude toward the errors of others A Checklist for determining whether bringing in a COO is right for your organization (Dalton): 1. Validate the need- What can you no longer do yourself? What meetings will you stop attending? What challenges are you expecting in the organization’s future and what skills do you hope the COO will offer in facing those challenges? 2. Assess your willingness to allow autonomy- Are you really willing to allow him/her to act without checking with you first? 3. Determine your receptivity to scrutiny- Are you prepared to be absolutely candid, openly discuss your decisions, and reveal how you think? 4. Assess your risk- Whose feelings will be hurt by adding this layer? Is it worth the price? 5. Double check your expectations- Don’t expect all your problems to be solved immediately. Have measurable goals for the position. Credit where credit is due—Good sources of information on this topic Bennett, Nathan & Miles, Stephen A., Riding Shotgun: The Role of the COO, 2006. This good book is all about the corporate world, but the lessons and the typologies created by the authors are well suited for associations. Reading the interviews with the high level executives of these organizations reveals just how similar their situations are to the association world. Bowers, Heidi H., “We’re No. 2, We Try Harder.” Association Management, June 1988. This is a good article, but like any article based on survey research it speaks more about the general model and current conditions in associations rather than the possible or most efficient model based on need. Good use of the org chart in this article. Bistline, Susan M., “Why Executives Choose to Be Number Two.” Association Management, January 1985. This article looks at three individuals working as the number 2 in their associations—good anecdotes in an association context. Check the pull out box on “What it Takes” for some good principles. Riggs, Frank, “The Art of Being Number Two.” Association Management, November 1969. This article is marked as a “classic” and it is—so much of what is written here is still relevant (though the sexist tone stands out today). Read the first two paragraphs, if they speak to you, you’ll want to read the rest. Dalton, Francine, “Hire When Ready.” Association Management, July 2003. This is a good “how-to” guide on deciding if you need a COO, selecting a COO, and integrating him/her into the association.