Choosing a Chief
Photo by Christina @ wocintechchat.com on Unsplash
It was a chilly Monday morning when Jane (not pictured), the newly appointed CEO of a mid-sized fintech firm, found herself wrestling with a dilemma over her morning tea. The company had grown rapidly over the past year, and the complexity of managing operations and strategic priorities had ballooned alongside it.
As she scanned her laptop screen, two roles kept coming up in her search:
Chief of Staff (CoS) and Chief Operating Officer (COO). Which one did her company need? Or did she need both? How would they add value, not just to her, but to the wider organisation?
Jane’s journey into understanding these roles reveals not only their individual contributions to a company’s success but also the subtle and significant ways they overlap and diverge.
As a coach rather than struggle over the either or of this question I got her to think about who in her wider community she could connect with and get a better understanding of what these roles looked like in action.
Jane’s first meeting was with a former colleague, now a seasoned Chief of Staff. Over coffee, she learned that the CoS acts as a trusted advisor and a force multiplier for the CEO. They are a strategist, an organiser, and, often, a confidant. The CoS handles the flow of information, manages executive priorities, and ensures that the CEO’s vision is translated into actionable steps across the organisation.
The role, she discovered, is rooted in flexibility. A Chief of Staff might oversee special projects, serve as a bridge between departments, or even step into sensitive conversations where the CEO’s direct involvement might not be ideal. For companies like Jane’s, where speed and alignment were critical, the CoS could be instrumental in cutting through noise and keeping everyone focused.
“It’s like having an extra brain,” her friend explained, “one that anticipates problems, filters distractions, and ensures you’re always a step ahead.”
Jane’s next conversation was with a COO from a larger corporation. This role, she learned, focuses on operational excellence. Turning the company’s strategic goals into reality. While the CEO shapes the vision, the COO ensures it is executed flawlessly.
The COO is deeply embedded in the day-to-day operations of the business, overseeing departments like production, marketing, and customer service. They identify inefficiencies, streamline processes, and hold the leadership team accountable for delivering results. If the CoS is the CEO’s strategic ally, the COO is the operational powerhouse that drives outcomes.
For a fast-growing company like Jane’s, a COO could bring the rigour and scalability needed to handle its increasing complexity.
Similarities and Differences
As Jane reflected on her conversations, she began to see parallels between the roles.
Both positions are extensions of the CEO’s capacity and are deeply aligned with the organisation’s mission. They both require exceptional communication skills, a broad understanding of the business, and the ability to influence without wielding direct authority.
But their focus differs significantly.
The Chief of Staff is a behind-the-scenes operator, ensuring that the CEO’s priorities are met and their time is used efficiently. They often work closely with internal and external stakeholders, navigating high-level strategic concerns. In contrast, the COO is front-facing, leading teams and overseeing operations. While the CoS ensures alignment at the top, the COO ensures execution across the organisation.
To Hire a CoS, a COO, or Both?
Jane realised that the choice between these roles depends on a company’s needs and stage of growth. A Chief of Staff might be ideal for a start-up or an organisation in transition, where the CEO needs a trusted partner to manage priorities and bridge communication gaps. On the other hand, a COO is better suited for companies with established operations that require scaling, process optimisation, or improved execution.
For firms considering both, clarity is key. Misaligned expectations can lead to overlapping responsibilities and confusion. Companies must define the scope of each role clearly, ensuring that their functions complement rather than compete.
After these conversations Jane had a clearer picture. Whether it’s a Chief of Staff to navigate strategy or a COO to drive operations, these roles add immense value, not just to the CEO but to the entire organisation. They are the unsung heroes behind a leader’s success, ensuring that vision and execution work in harmony.
As I worked alongside Jane as she set out to make her decision, she knew that investing in the right leadership structure isn’t just a choice, it’s a necessity for sustainable growth.
