Profession chief operating officer

Chief operating officers are the right hand and second in command of a company's chief executive officer. They ensure that the daily operations of the company run smoothly. Chief operating officers also develop company policies, rules and goals.

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Personality Type

  • Enterprising / Conventional

Knowledge

  • Company policies

    The set of rules that govern the activity of a company.

  • Marketing management

    The academic discipline and function in an organisation which focuses on the market research, market development, and the creation of marketing campaigns to raise awareness on the company's services and products.

  • Business process modelling

    The tools, methods and notations such as Business Process Model and Notation (BPMN) and Business Process Execution Language (BPEL), used to describe and analyse the characteristics of a business process and model its further development.

  • Financial statements

    The set of financial records disclosing the financial position of a company at the end of a set period or of the accounting year. The financial statements consisting of five parts which are the statement of financial position, the statement of comprehensive income, the statement of changes in equity (SOCE), the statement of cash flows and notes.

Skills

  • Negotiate with stakeholders

    Negotiate compromises with stakeholders and strive to reach the most beneficial agreements for the company. May involve building relationships with suppliers and customers, as well as ensuring products are profitable.

  • Get involved in the day-to-day operation of the company

    Collaborate and perform hands-on work with other departments, managers, supervisors, and workers in different aspects of the business from preparing accounting reports, envisioning the marketing campaigns up to having contact with clients.

  • Evaluate performance of organisational collaborators

    Evaluate the performance and results of managers and employees considering their efficiency and effectivity at work. Consider personal and professional elements.

  • Shape organisational teams based on competencies

    Study the profiles of collaborators and decide the best place for directors and collaborators following an strategic mindset and serving to the goals of the company.

  • Conclude business agreements

    Negotiate, revise, and sign mercantile and business documents such as contracts, business agreements, deeds, purchases and wills, and bills of exchange.

  • Abide by business ethical code of conducts

    Conform and follow the ethical code of conducts promoted by companies and businesses at large. Ensure that operations and activities do comply with the code of conduct and ethical operations the supply chain throughout.

  • Integrate strategic foundation in daily performance

    Reflect on the strategic foundation of companies, meaning their mission, vision, and values in order to integrate this foundation in the performance of the job position.

  • Track key performance indicators

    Identify the quantifiable measures that a company or industry uses to gauge or compare performance in terms of meeting their operational and strategic goals, using preset performance indicators.

  • Plan medium to long term objectives

    Schedule long term objectives and immediate to short term objectives through effective medium-term planning and reconciliation processes.

  • Show an exemplary leading role in an organisation

    Perform, act, and behave in a manner that inspires collaborators to follow the example given by their managers.

  • Analyse business objectives

    Study data according to business strategies and objectives and make both short-term and long-term strategic plans.

  • Ensure lawful business operations

    Abide by legally binding regulations in order to protect the image of the company and the interest of stakeholders around it.

  • Make strategic business decisions

    Analyse business information and consult directors for decision making purposes in a varied array of aspects affecting the prospect, productivity and sustainable operation of a company. Consider the options and alternatives to a challenge and make sound rational decisions based on analysis and experience.

  • Interpret financial statements

    Read, understand, and interpret the key lines and indicators in financial statements. Extract the most important information from financial statements depending on the needs and integrate this information in the development of the department's plans.

  • Lead managers of company departments

    Collaborate and guide the managers of the departments of a company in terms of the objectives of the company, the actions, and expectations required from their managerial scope.

  • Develop professional network

    Reach out to and meet up with people in a professional context. Find common ground and use your contacts for mutual benefit. Keep track of the people in your personal professional network and stay up to date on their activities.

  • Establish collaborative relations

    Establish a connection between organisations or individuals which may benefit from communicating with one another in order to facilitate an enduring positive collaborative relationship between both parties.

  • Delegate activities

    Delegate activities and tasks to others according to the ability, level of preparation, competence and legal scope of practice. Make sure that people understand what they should do and when they should do it.

Optional knowledge and skills

develop organisational policies financial management develop company strategies implement strategic planning assume responsibility for the management of a business apply export strategies interact with the board of directors liaise with shareholders analyse financial performance of a company shape corporate culture set organisational policies follow the statutory obligations imprint visionary aspirations into the business management apply import strategies build international relations develop revenue generation strategies develop business plans integrate shareholders' interests in business plans define the corporate structure implement operational business plans define organisational standards