I’ve argued before that a COO is an interim role. But it’s also inherently a part-time job.
When limited on time, the COO must prioritize helping executives and teams succeed. This prevents them from becoming the organization’s shadow leader. It also forces them to build systems that don’t rely on their constant input, reinforcing the interim nature of the role.
The areas with the most leverage often evolve gradually. A 100% commitment may not create significantly more impact. While a COO could support the company in many ways, here’s where a third factor comes in.
With a capable Chief of Staff, a part-time COO is even more effective. This role supports the executive team and ensures daily operations move forward, even when the COO isn’t present. Leaving these responsibilities to the CEO rarely works since the required skill sets are different.
When structured correctly, the COO is both an interim and part-time role.
(Exception: If the COO takes on full organizational leadership, they are either replacing the CEO or stepping into a VP role—both requiring full commitment.)