For a lot of senior executives, the COO function is considered as a pivotal on-ramp to the CEO seat. In truth, final yr, 57% of recent S&P 1500 CEOs had been promoted from COO roles. And a few of immediately’s most notable enterprise leaders, together with Apple’s Tim Prepare dinner and Chipotle’s Scott Boatwright, made the leap from COO to CEO. However management consultants warn that what seems to be like a quick observe can simply as simply grow to be a useless finish.
Stephen Miles, founder and CEO of management consultancy The Miles Group, shared two vital missteps for CEO aspirants throughout Fortune’s 2025 COO Summit. He recounted a narrative of 1 COO who started referring to themselves as the corporate’s inheritor obvious and never simply throughout the firm, however within the boardroom too. The fallout was swift, prompting an emergency board assembly to resolve on whether or not or to not dismiss the manager.
“The board had to be talked off the ledge,” says Miles. “They want the ultimate decision to choose their next CEO.”
This sort of overreach, whether or not motivated by ambition or miscommunication, will be deadly to a management trajectory and show traits counterintuitive for these within the high function, specifically conceitedness and hubris. Extra broadly, the COO function, as Miles notes, is usually a extremely personalized place designed to attain particular outcomes. Treating it as an computerized stepping stone to CEO can alienate key decision-makers.
Except for overstepping, Miles cites a COO’s failure to align tightly with the CEO as one other succession roadblock. Organizations, he says, will always take a look at the blueprint for synchronizing and lowering friction between COOs and CEOs.
“What they do is they go to you as COO and say, ‘Make a decision,’ and then they try to take that decision to the CEO, assuming they want a different decision, or slightly different and see if the CEO will bite,” Miles explains. “As soon as they bite, they erode the entire construct of the CEO-COO relationship, and generally that goes really poorly for the COO.”
Whereas the COO’s job is to “win in the business of today,” as Miles places it, the CEO’s function is to “build the business of tomorrow.” The leap from one to the opposite requires greater than operational excellence. It calls for strategic imaginative and prescient, management acumen, and humility.
This story was initially featured on Fortune.com
