This is a rewrite of an post I had written on 28th of October, 2024
The title of Chief Operating Officer was never a role I chased; it was one I stumbled into. Looking back on my journey, I see how a quiet resolve and a lack of desire for power shaped my leadership philosophy. This path taught me invaluable lessons about what it truly means to be second-in-command—a role not of authority, but of empowerment.
The Chess Match That Defined My Approach
I’ve never been driven by the need to win. I think back to a college friend who challenged me to a game of Chinese chess. Having practiced for years with a gifted older brother, I won the first game easily. After a second win, I saw his face flush with frustration. We had to share an apartment for the rest of the year, and I knew that crushing him wasn't the way to build a friendship.
So, I let him win the next two games. It wasn’t about the score; it was about setting a tone of mutual respect. This small moment became a cornerstone of my approach to leadership: sometimes, the greatest victory is stepping back to let someone else succeed.
More Than a Number Two: The Art of Supporting the Vision
In my career as a developer, I only took on management roles when I needed to influence change for a team's well-being. Once things were on track, I was happy to step back. Co-founding a company was my chance to build a people-first organization, but I quickly learned that being a COO was a new challenge entirely.
The COO isn’t meant to be in the limelight. As the Harvard Business Review notes in its analysis of the role, the job is to be the bridge between the CEO’s vision and the team’s execution. My background in software and psychology helped me find and nurture talented, trustworthy people to bring that vision to life, creating a unified path forward.
Your Ego Is Not Your Ally: The Power of Humility
Of all the qualities a COO needs, self-awareness is the most critical. You must constantly take stock of your own capabilities and limitations. Research from McKinsey underscores this, emphasizing that effective COOs know when to ask for help. The role demands that you are open to being questioned and challenged, ready to learn from anyone, and willing to prioritize the organization's success over your own ego.
The Gardener: Nurturing Talent from the Sidelines
A great COO is often the quiet force behind the scenes, acting as a counselor and coach. In our early years, I realized that investing in our team's development was essential for building a culture of trust and collaboration. By recognizing emerging leaders and giving them the support to grow, you empower them to see the value of their contributions, which, as McKinsey’s research points out, is foundational to a company’s success.
No Task Too Small: How Leaders Set the Tone
An organization’s culture is a mirror of its leadership. In today’s world, people value transparency and respect. A good COO listens thoughtfully to every idea and provides clear reasoning for disagreements. This openness creates a safe environment for innovation, where people feel empowered to take calculated risks—and even fail without fear of blame.
Leading by example also means tackling the unglamorous tasks. When a leader willingly steps up for difficult projects, it builds a culture of commitment where everyone feels inspired to contribute and take ownership.
People Are Everything: The Real Job of a Leader
Ultimately, I learned that everything comes down to people. Hiring well is half the battle. I made my share of mistakes, but each one reinforced the importance of choosing people who align with the company’s core values. An effective COO looks beyond a resume to find individuals who will help build a strong, positive culture. I feel incredibly fortunate to have worked with such smart, dedicated people at illuminarean, whose commitment brought our mission to life.
Final Reflections
The COO role is a balancing act—a bridge between strategy and reality. My journey was unexpected, and I don't claim to have perfected it. The "right" COO is different for every organization. But for me, it meant ensuring the people beside me felt valued and believed in our mission.
Though illuminarean's journey came to an end in April 2025 due to external financial pressures on our parent company, the lessons about building a people-centric culture remain. Creating something meaningful is never a waste, even if it doesn't last forever. The true legacy of a leader is building a foundation that others can stand on.