The Operations Room: A Podcast for COO’s

In this episode we discuss: How to hire for excellence. We are joined by James King, Author of 'Accelerating Excellence'.

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We chat about the following with James King: 

• How can we align talent identification with individuals' strengths, interests, and values to maximise performance?
• How can cognitive tests and psychological profiling improve our ability to assess baseline skills and training potential?
• What role do simulations and role plays play in assessing candidates for specific roles effectively?
• How can focusing on concordant goals and real-life scenarios reduce bias and improve talent identification outcomes?
• What strategies can we implement to ensure a rigorous and comprehensive assessment process across multiple roles?

References: 

• https://www.linkedin.com/in/acceleratingexcellence/
• https://jamesaking.com

Biography: 

King is the bestselling author of 'Accelerating Excellence- The Principles that Drive Elite Performance’. James is a trusted advisor to elite military units, owners, leaders and superstar athletes (EPL, NFL, NBA, MLB and NHL).

Within business he has built, managed, led talent identification and development programs within derivatives trading that have generated billions of dollars in net profit. 

James has presented case studies on his successes at the University of Oxford, Harvard University, Princeton and the Massachusetts Institute of Technology (MIT).

King is the host of 'The Accelerating Excellence' Podcast. Guests have included General Stanley McChrystal, Mark Shapiro and Sir Clive Woodward.

King holds a first-class degree in Applied Sports Science and an MSc in Performance Psychology, both from the University of Edinburgh.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary:

00:00 Introduction and Overview

15:59 The Science of Excellence and Performance Sciences

16:48 The Importance of Talent Identification

18:33 Identifying the Parts that Matter for Excellence

20:37 The Concept of Concordant Goals

21:00 Assessing Baseline Abilities and Responsiveness to Training

22:59 Designing Simulations and Role Plays for Assessment

26:15 Making the Assessment Process Hard and Accurate

29:34 Tricks of the Trade in Talent Identification

30:00 Simulating Real-Life Scenarios for Evaluation

34:37 Implementing a Rigorous Assessment Process for Multiple Roles

38:02 Taking Ownership of the Talent Identification Process

39:47 Resources

42:34 Main takeaways

In this episode we discuss: How do you build trust across the organisation? We are joined by Nellie Wartoft, CEO, Founder of Tigerhall and Chair of the Executive Council for Leading Change.

Love The Operations Room? Please support us by rating and reviewing it here.

We chat about the following with Nellie Wartoft: 

• Why trust is a crucial element in building successful organisations.
• How leaders can give trust before they can receive it.
• Why transparent and authentic communication is key to building trust.
• The importance of constant communication.
• Transparency around the pros and cons of change.
• Leaders need to adapt and change as their companies grow, understanding that what worked in the past may not work in the future.
• Why building trust and creating a psychologically safe environment are essential for effective communication and collaboration.
• What is the effect of Virtual backgrounds on trust?
• The importance of setting the right example. What is the right example?

• https://www.linkedin.com/in/nelliewartoft/
• https://tigerhall.com/

Nellie Wartoft, CEO and founder of Tigerhall since 2019, aims to overhaul how large enterprises approach driving change, transformation and knowledge sharing. With expertise from leading Sales & Marketing at Michael Page, she recognized the clash between traditional communication and modern content consumption, inspiring Tigerhall’s creation. Under her leadership, Tigerhall gained global recognition, attracting Fortune 500 firms and securing over $10 million in venture capital. Tigerhall operates in 32 countries and 12 markets, facilitating organisational engagement that drives buy-in and support for change and transformation initiatives.

Nellie’s entrepreneurial prowess earned her acclaim, including recognition on the 2021 Gen T list of Leaders of Tomorrow. Additionally, she’s a Swedish National Champion in skeet shooting and contributes to industry development on boards like the Swedish Chamber of Commerce Singapore. Driven by innovation and a global outlook, Nellie continues to lead Tigerhall in transformative change, solidifying her legacy as a visionary in technology and business.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

00:00 Introduction and Background

17:23 The Importance of Trust in Organisations

18:57 Giving Trust to Receive Trust

21:19 Transparent and Authentic Communication

25:50 Treating Bad News as an Education Opportunity

32:26 Two-Way Feedback Loops and Instant Communication

34:45 Communicating Even When There Are No Updates

36:19 Transparency in Change

38:30 The Impact of Virtual Backgrounds on Trust

39:46 Understanding Psychological Safety

In this episode we discuss: The Evolution of a COO: From Doing to Coaching. We are joined by Andrew Robb, Marketplace & Technology Executive, Board Member & Investor

Love The Operations Room? Please support us by rating and reviewing it here.

We chat about the following with Andrew Robb: 

• What does it take to scale a company?
• How does the role of the COO evolve? 
• What does it take to stay engaged and motivated in a role for a long time?
• Focus on what you can control and don't lose sleep over things outside of your control.
• Scaling culture requires clear goals, accountability, and a strong hiring process.
• Be thoughtful about culture, but don't overcomplicate it. It will naturally develop with the right people.

References: 

• https://www.linkedin.com/in/andrewrobb/

Biography: 

Andrew has 25 years’ experience as an executive in technology companies, notably Farfetch where he served as Chief Operating Officer for 10 years until 2020, prior to which he founded fashion ecommerce business Cocosa following time at eBay and in strategy consulting with Gemini in the 1990s. He is currently Chair of edtech business Twinkl and Non-Executive Director of 1stdibs in the US and Carwow and GetHarley in London. He also is a non-executive advisor to the Ministry of Justice. He holds an MBA from INSEAD and a BA Law from Oxford University.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary:

16:00 Introduction and Background

18:48 The Three Stages of CEO Evolution

20:08 Transitioning to a Coaching Role

20:49 The Importance of Feedback and Results

23:15 The Power of Executive Coaching

29:11 Staying Engaged and Motivated in a Long-Term Role

30:36 Navigating Challenges and Low Points While Scaling

32:12 Scaling Culture: Clear Goals, Accountability, and Hiring

45:23 Patience and Personal Development for Long-Term Success

In this episode we discuss: What can companies do to become more inclusive, equitable and diverse? We are joined by Audrey ROOFEH, Founder & CEO Mariana Strategies-Tory Burch Foundation Fellow-DEIA lead

Love The Operations Room? Please support us by rating and reviewing it here.

We chat about the following with Audrey Roofeh: 

• What are the crucial components for implementing effective DEI policies?
• Why investing in middle managers and equipping them with skills in emotional intelligence, conflict management, and building psychological safety is essential.
• What does the retention of diverse talent require? 
• How leadership can become more comfortable and capable in discussing DEI topics.
• How to take action on DEI.

• https://www.linkedin.com/in/roofeh/
• www.marianastrategies.com
• youtube.com/@mariana_strategies/

Audrey Roofeh is the CEO of Mariana Strategies, a workplace culture consulting firm focused on creating safe and inclusive workplaces. We make it possible to have the important, difficult conversations that drive change. 

In 2017 when #MeToo hit, Audrey quit her job managing a team of lawyers at a non-profit to start Mariana Strategies. From the beginning, her goal was to help organizations build and sustain workplaces where people feel valued, trusted, and able to be their authentic selves - without harassment, discrimination, or other all too prevalent workplace challenges. 

Since then, Audrey and her team has worked with government agencies, non-profit clients, and private sector businesses in the US and beyond. 

The best thing any client has said about Audrey is that she makes hard conversations easy to have. 

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

00:00 Introduction

19:22 The Importance of Policies and the 'Boring Stuff'

20:28 The Role of Leadership in Promoting DEI

25:35 Equipping Middle Managers for DEI Success

31:31 Measuring Progress and Taking Action to Subvert Biases

33:52 Creating an Inclusive Environment

39:11 Using Empathy to Address Inclusion Challenges

42:49 Resources

44:33 Taking Action on DEI

In this episode we discuss: When it is the right time to quit. We are joined by Eleena Broadfoot, Advisor and Executive Coach. 

Love The Operations Room? Please support us by rating and reviewing it here.

We chat about the following with Eleena Broadfoot: 

• What are the important factors to consider when deciding to leave a job.
• Adding value to the business and making a meaningful impact should be a priority.
• Leaving a job requires careful planning and consideration of personal and professional factors.
• Why is identity so closely tied to job titles?
• What is a good time to reassess your learning and value-add opportunities in a high-growth company?
• How to leave a positive legacy for the team. 
• Be curious and open to new opportunities, and have conversations with recruiters and friends in different industries to explore potential career paths.

References: 

• linkedin.com/in/eleena-broadfoot

Biography: 

Most recently CFO at Beauty Pie, Eleena has over 20 years’ experience in senior finance roles at Virgin, Trainline & Funding Circle amongst others, working alongside leadership teams of both high-growth startups and global groups. Her experience of working with founders and their teams as a CFO and NED has provided her with some fantastic opportunities to reach beyond the traditional finance remit and enabled her to use her skills and knowledge to create value and deliver strategic insight to help drive growth.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary:

00:00 Introduction

28:29 Welcoming Alina Broadfoot

29:50 Lessons Learned

32:26 Deciding When to Leave a Job

34:37 The Tipping Point: Leaving Virgin for Train Line

34:59 Navigating Job Titles and Social Expectations

37:33 The Right Time to Leave a VC-Backed Company

41:55 Leaving a Positive Legacy and Smooth Transition

42:47 Embracing Curiosity and Exploring New Opportunities

In this episode we discuss: fractional COO, is it worth it? We are joined by Karina Mikhli, Founder, Fractionals United.

Love The Operations Room? Please support us by rating and reviewing it here.

We chat about the following with Karina Mikhli: 

• What is the role of a fractional COO?
• How difficult is it to find a role as a fractional COO? 
• What is crucial for winning fractional COO roles?
• What are the channels of entry for fractional work? 
• What should pricing and structuring fractional work be based on? 

References: 

• https://www.linkedin.com/in/karinamikhli/
• https://www.karinamikhli.com/

Biography: 

Karina Mikhli is a Community, Professional Services/Development, and SaaS Fractional COO; Workflow Consultant; and Founder of Fractionals United. She has almost a decade of experience building, optimizing, and scaling small to mid size businesses and although she can (and has) managed and optimized most functions, she provides the most value by leading and focusing teams and streamlining and optimizing systems. Karina works best with founders looking for a right-hand partner who will manage and run the business while they focus on their areas of strength and interest.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary:

00:00 Introduction and Background

20:40 The Popularity of Fractional COO Work

26:09 The Challenges of Finding Fractional Work

28:20 Managing Multiple Fractional COO Roles

29:09 Defining Fractional COO Roles

32:49 The Importance of Business Development and Networking

34:39 Pricing and Structuring Fractional Work

36:38 Navigating Health Insurance as a Fractional Executive

37:57 Transitioning from Full-Time to Fractional Work

In this episode we discuss: how to be a COO in today's complex world. We are joined by Jennifer Geary, Seasoned C-Suite executive across multiple industries and roles from fractional COO to Managing Director. Author of bestselling books How To Be a COO, CRO, CPO and CSO.

Love The Operations Room? Please support us by rating and reviewing it here.

We chat about the following with Jennifer Geary: 

• The role of a COO involves being the second-in-command and bridging the gap between strategy and operations.
• Can AI enhance the efficiency and creativity of the COO role, with human judgement and decision-making remaining essential?
• Should COOs prioritise efficiency and creativity when implementing AI, while also considering sustainability and ESG metrics?
• Why should we consider suppliers, supply chain, software suppliers, facilities, power consumption, and social context in sustainability efforts?
• How important are flexibility, choice, in-person collaboration, and open communication in creating a positive work environment?

• https://www.linkedin.com/in/jennifer-geary-8419082a/
• www.coo-author.com
• https://gosupercritical.com/carbon-removal/biochar
• https://www.socraticarts.com/thought-leadership/exploring-ai-and-learning-with-ethan-mollicks-cointelligence

Jennifer Geary is a former MD, COO and CRO with over 25 years of experience in finance, technology, risk and legal, across diverse industries from financial services to not-for-profit. 

She is also an author, speaker, board advisor and mentor to emerging businesses. She has attained qualification as a chartered accountant, PRINCE 2 practitioner, CISA and CISSP, with recent certifications in Sustainable Finance and ESG Investing and Ethical AI.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

00:00 Introduction and Overview

01:02 Defining the Role of a COO

07:28 Implementing AI: Efficiency and Creativity

12:25 Prioritising Sustainability and ESG Metrics

16:30 Considering Suppliers and Supply Chain

18:00 Creating a Positive Work Environment

20:50 Respecting Privacy in the Workplace

22:53 The Next Step: CEO or COO?

29:15 What CEOs are concerned about now

31:38 Post IPO resources

32:44 Wrap up

In this episode we discuss: the challenges of asynchronous communication in a remote-first organisation. We are joined by Jeremy Slater, COO at Bob W.

We chat about the following with Jeremy Slater: 

• How to do asynchronous communication well
• Managing information overload
• Why you need to invest in robust knowledge management -- hint: impacts customer service, operations, and scalability

• https://www.linkedin.com/in/jeremy-jack-slater/ 
• www.bobw.co 
• https://bit.ly/jeremyslater 

After an extremely brief foray into finance in the US and the UK and a short stop in India to work for a solar energy social enterprise, Jereny spent the majority of his career in the heavily operational world of property management and hospitality. He’s helping Bob W become the most loved hospitality brand in Europe.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

The conversation delves into the challenges and strategies of knowledge management, asynchronous communication, and the use of specific tools within a company. It highlights the importance of knowledge management and the impact it has on various aspects of the business, including customer service, internal operations, and scalability.

Chapters:

Chapter 1: Knowledge management systems (0:00-10:27)

Chapter 2: Using tools like Notion and Slack (10:27-16:19)  

Chapter 3: Information overload on Slack (16:19-21:12)

Chapter 4: Tips for using Slack productively (21:12-25:10) 

Chapter 5: Organising Slack channels (25:10-28:41)

Chapter 6: Challenges with instant messaging (28:41-32:56)

Chapter 7: Setting up asynchronous work (32:56-35:34)

Chapter 8: Implementing knowledge management (35:34-43:34)

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48. How to present and not suck

In this episode we discuss presentation skills and storytelling. We are joined by Jonathan Zatland, Operating Partner at Forme Partners. 

We chat about the following with Jonathan Zatland: 

• Secrets to crafting narratives that captivate.
• How authenticity can transform your leadership narratives
• Why your presentations are falling flat

• https://www.linkedin.com/in/jonathan-zatland-992a1b12/

A creative and commercial leader with an extensive career in high growth technology companies, e-commerce and marketplaces across UK and Europe. I started out my career as a screenwriter, living and working in Los Angeles. This was the foundation of my learning to connect stories with an audience. After a decade, I took that experience and returned to the UK to start a retail brand, Mungo & Maud. The first of its kind high end dog and cat accessory store with a physical shop in London and other major outlets around the world. Opened the online store in 2006 in the very early days of e-commerce. Following my exit, I continued my narrative thread into my role as International Multichannel Director at Etsy, helping to build and scale all International markets outside of North America. Following the IPO, I went back into startup as Chief Commercial Officer  for eve Sleep, a disruptor in the sleep wellness space which I helped build and scale through to IPO. I now work as an Operating Partner for Forme Partners working with founders and CEO's across the European tech landscape, aiding them with their commercial hires at all stages of growth.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

• Career goals, creativity, and personal growth. 0:05
• Brandon and Bethany discuss their career goals and personal growth.
• Bethany realizes she needs to take advantage of not working and prioritize personal development.
• Bethany expresses frustration with lack of passion and purpose in her life, feeling unfulfilled despite various projects and hobbies.
• She longs for a major project that consumes her and stirs her imagination, but nothing has yet emerged.
• Effective storytelling and pacing in business presentations. 6:09
• Brandon and Bethany discuss narrative structure in business context, focusing on conflict and pacing.
• They emphasize the importance of actively listening to the audience and adjusting the narrative in real-time based on their reactions.
• Bethany scripts an opening for high-stakes meetings to set the tone and manage nerves.
• She tailors her approach based on the meeting's purpose and audience energy levels.
• Public speaking, authenticity, and vulnerability. 11:21
• Bethany uses narrative techniques to engage and motivate her team, including owning her energy and projecting enthusiasm.
• She also practices or rehearses her delivery beforehand to ensure authenticity and effectiveness.
• Bethany shares her approach to authenticity, vulnerability, and relatability in presentations, emphasizing the importance of self-discovery and confidence-building through therapy.
• Brandon seeks advice on how to be more authentic in his presentations, with Bethany suggesting starting with self-work and building confidence before attempting to connect with audiences.
• Brandon's son lied to fit in, but realized it didn't make him feel better or gain acceptance.
• By sharing small truths, Brandon's son learned that his friends accept him for who he is, lies or not.
• Storytelling and its importance in business leadership. 19:34
• Brandon M. learns to connect with audiences by sharing personal stories living company values.
• Jonathan: Conflict is necessary for business success, but resolution is key.
• Bethany: Storytelling vs. narrative: both are important for communication and leadership.
• Authentic storytelling and connecting with audiences. 23:49
• Bethany and Jonathan discuss the importance of making a memorable takeaway in a presentation, such as a "lemon in the eye" that makes the audience feel something.
• Jonathan suggests making something human and vulnerable to connect with the audience, using personal stories or moments that are relatable.
• Bethany observes that people can write about mundane things but make it compelling when writing from their authentic voice.
• Brandon M agrees, noting that authenticity is difficult to achieve, especially in corporate settings where people are often uncomfortable sharing their true feelings.
• Storytelling, narrative, and growth. 29:31
• Jonathan: Take people on a journey, reveal information gradually, show empathy.
• Bethany: Genuine care and empathy in feedback lead to acceptance, insincerity leads to rejection.
• Jonathan shares their approach to storytelling, emphasizing the importance of listening and feedback to improve.
• Consistency in storytelling comes from being comfortable with both planning and improvisation, according to Jonathan.
• Storytelling techniques for presentations, including pacing, energy, and engagement. 34:53
• Bethany: uses pacing, self-deprecation, and listening to engage audience.
• Jonathan: storytelling involves setting up, revealing, and landing, with repetition and reacting to energy.
• Brandon M uses pre-engagement techniques to alleviate tension and start conversations with a live audience.
• Jonathan emphasizes the importance of taking people on a journey through a story or problem-solving process.

Love The Operations Room? Please like and review it here - RateThisPodcast.com/operationsroom

In this episode we discuss: The Future COO in Tech Companies. We are joined by Tony Olvet and Andrea Siviero from IDC.

We chat about the following:

• How do COOs navigate the evolving landscape of digital transformation while ensuring organisational stability?
• What are the key priorities for COOs in 2024, and how do they drive strategic thinking beyond technology?
• What role do COOs play as the connective tissue of organisations, orchestrating digital initiatives and driving innovation?
• How can COOs transition from being protectors of the organisation to digital disruptors, driving new revenue models and ESG initiatives?
• What skills are essential for CEOs and COOs to thrive in today's digital age, and how do they communicate the future state of the organisation effectively?

References: 

• https://ca.linkedin.com/in/tonyolvet
• https://it.linkedin.com/in/sivieroand

Biography: 

Tony Olvet, Group Vice President at IDC, leads global research on the intersection of business transformation and digital investments. With extensive experience advising organizations worldwide, Tony provides fact-based insights to inform technology strategy and digital business decisions. A sought-after speaker, he delivers keynote presentations at conferences and virtual events. Based in Toronto, Canada, Tony holds degrees from the University of Waterloo and the University of Toronto.

Andrea Siviero leads IDC's European Digital Business and Future of Work Research group, providing insights to drive purposeful technology adoption. He also co-leads IDC's Worldwide MacroTech Research program, analyzing the impact of key macroeconomic factors on the digital landscape. With extensive experience in strategy and go-to-market projects, Andrea advises IT players on building forward-looking digital strategies. He holds a joint PhD in mathematics and is fluent in English, French, and Italian.

To learn more about Beth and Brandon or to find out about sponsorship opportunities click here. 

Summary:

• Cricket and personal life, including death and ex-fiance. 0:00
• Bethany shares her struggles with grief after an unexpected death of a teenager, while Brandon listens and offers support.
• Bethany and Brandon discuss their past relationship and reasons for reconnecting.
• Career changes, life lessons, and tech CEO priorities. 3:08
• Bethany and Brandon M discuss their experiences working with Tony Elvet at IDC.
• Brandon M reflects on his decision to leave London and return to Toronto, and how it impacted his career.
• Brandon M shared his experiences as a tech CEO with a research report, discussing new priorities and future orientation.
• Bethany asked Brandon about his insights on CEO priorities, which were included in the report, with little fundamental change observed.
• CEO role, digital transformation, and AI adoption in businesses. 7:13
• Brandon M: CEO role in 2024: partnering with finance leaders, making investment bets.
• Bethany: High performance culture: how to make it happen, translate into business.
• Brandon M: Digital transformation is not always transformative, but AI is a real transformation for all companies.
• Bethany: AI is the top priority for businesses in the next 5 years, but digital transformation has been on agendas for years without being transformative.
• CEO qualities and skills, with a focus on storytelling and operational abilities. 12:25
• Bethany shares her thoughts on the qualities of a successful CEO, mentioning the importance of both vision and execution.
• Bethany and Brandon discuss the contrasting views on the path to becoming a CEO, with some arguing that it's more common for CEOs to come from within the company.
• Bethany and Brandon discuss the importance of storytelling in business, with Brandon highlighting the founder's ability to communicate the company's vision and mission in a compelling way.
• Brandon recognizes his own limitations in storytelling and acknowledges that there's a time and place for different types of leaders, including those with strong communication skills.
• Storytelling, leadership, and CEO responsibilities in 2024. 17:01
• Bethany shares her insights on storytelling for senior leaders and execs, emphasizing authenticity and bravery in communication.
• Bethany reflects on her own storytelling capacity, recognizing the importance of being true to oneself and sharing uncomfortable thoughts with others.
• Bethany: Became braver over time, prioritizing connection over fear of consequences (0:19:19)
• Brandon M: Unlocking skills in CEOs is fundamental, but role of COO unclear (0:20:33)
• COO roles, priorities, and partnerships in digital transformation. 21:30
• Brandon M: SaaS software for career progression frameworks is emerging, addressing the need for simplified and clear frameworks.
• Bethany: CEOs should be aware of the tendency to over engineer, especially in scaled companies, and take a step back to assess if too much is being expected.
• Bethany and Speaker 4 discuss the importance of partnership between CEO and CLO in digital transformation.
• Speaker 4 highlights the difference in priorities and impact between scale-up companies and larger corporations.
• The COO is the right-hand person to the CEO, providing capable partnership and support.
• COOs partner with various C-suite executives, including CIOs, to drive growth and innovation.
• CEO roles, responsibilities, and evolution in 2024. 28:29
• CIOs are increasingly seen as essential for organizational success, with 85% of CEOs having risen through the ranks to their position.
• Andrea highlights the evolution of the CEO role, from protector to enabler and digital disruptor.
• Brandon M. asks about the hottest new function for CEOs in 2024, with a focus on ESG and customer success.
• Roles and responsibilities for AI adoption in enterprises. 32:31
• CEOs prioritize responsible AI leadership, COO involvement in decision-making.
• COO will play a crucial role in buying committee for operational technology in manufacturing.
• CEO role in driving sustainability and social impact initiatives. 36:33
• CEO and COO prioritize sustainability and ESG initiatives.
• Bethany asks about tools for measuring social impact, and Speaker 4 explains the complexity of defining and measuring social impact.
• Brandon M discusses the evolving skills of CEOs, including their role in driving transformation and partnering with other senior executives.
• Leadership skills for tech industry CEOs, focusing on communication and adaptability. 41:14
• Communication skills crucial for motivating through change.
• Tony and Andrea discussed the importance of communicating the future state of an organization and being able to adjust to unexpected events.
• They emphasized the need for CEOs to dedicate 70% of their time to traditional tasks and 30% to unexpected events.

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