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

• 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.

• Company policies

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

• 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.

• 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.

Skills

• 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.

• 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.

• 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.

• 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.

• 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.

• 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.

• 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.

• 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.

• 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.

• 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.

• Plan medium to long term objectives

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

• 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.

• 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.

• Ensure lawful business operations

  Comply with legislation in the daily operations of a company

• Analyse business objectives

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

• 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.

• 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.

• Conclude business agreements

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

Optional knowledge and skills

Source: Sisyphus ODB