A Strategic Stepping Stone to the Corner Office
Succession planning is one of the board’s most critical responsibilities. Yet, in many organizations, the conversation around CEO succession happens too late—or lacks structure entirely. One of the most effective ways to build a pipeline for future CEOs is to strategically position the Chief Operating Officer (COO) as a potential successor from the outset.
At JRG Partners, we advise CEOs, boards, and executive teams to view the COO role not just as an operational partner, but as a developmental proving ground for leadership at the highest level. Done right, this approach offers clarity, continuity, and confidence in long-term leadership transitions.
Why the COO Role Is Ideal for Succession Development
The COO operates at the nerve center of execution—bridging strategy and operations, managing cross-functional leadership, and often serving as a stabilizing force internally. In this capacity, a COO gains:
- P&L ownership and enterprise visibility
- Leadership of major initiatives and transformation efforts
- Exposure to board dynamics and strategic decision-making
These responsibilities mirror many aspects of the CEO role, making the COO seat an excellent testbed for evaluating a leader’s readiness for the top job.
Key Indicators of a CEO-in-Waiting
Not every COO is destined for the CEO role. It’s essential to distinguish between strong operators and potential enterprise leaders. Boards and CEOs should evaluate a COO’s:
- Visionary Thinking: Can they look beyond operations to define and shape long-term strategy?
- Executive Presence: Do they command credibility in the boardroom and with external stakeholders?
- Adaptability and Growth Trajectory: Are they still learning and evolving, or are they operationally plateaued?
- People Leadership: Do they inspire, attract, and retain top-tier talent across functions?
Assessing these qualities early—and revisiting them regularly—ensures alignment between the individual’s career path and the company’s leadership roadmap.
When to Frame the COO Role as a Successor Path
There’s a strategic decision to make when hiring a COO: Should this person be groomed as the likely next CEO? This framing must be intentional. While it’s not necessary (or advisable) to label every COO as the heir apparent, clarity on succession potential offers multiple benefits:
- Attracting High-Caliber Talent: Rising executives are more likely to join if the pathway to CEO is on the table.
- Driving Accountability and Performance: Ambitious COOs will invest more deeply in enterprise outcomes.
- Reducing Succession Risk: Having a well-prepared internal candidate ready offers continuity in times of crisis or planned transition.
That said, transparency is key. If the role is being framed as part of the succession track, expectations must be clearly defined—and periodically evaluated.
Supporting the COO’s Development as Future CEO
If the COO is being positioned as a potential successor, their development should extend beyond operations. Boards and CEOs should prioritize:
- Mentorship and Coaching: Formal CEO mentorship or executive coaching can help shape leadership presence and strategic acumen.
- Strategic Exposure: Include the COO in investor meetings, board strategy sessions, M&A decisions, and external partnerships.
- 360-Degree Feedback: Offer structured feedback loops from peers, direct reports, and board members to accelerate growth.
- Scenario-Based Readiness: Engage the COO in business continuity exercises, crisis management, or interim CEO duties where appropriate.
This approach not only enhances readiness but also allows boards to observe the candidate in real-world leadership scenarios.
Avoiding the Pitfalls: When Not to Signal Successor Status
While signaling succession potential has benefits, it also carries risks. If the candidate doesn’t ultimately step into the CEO role, it can create organizational tension. It’s crucial to:
- Align with the board early on succession framing
- Communicate expectations clearly and realistically
- Provide alternate growth paths if plans change
Transparency, regular review, and board alignment are critical to ensuring succession planning supports rather than destabilizes leadership continuity.
Conclusion: Plan for Tomorrow’s Leadership, Today
Integrating the COO role into your CEO succession plan is a proactive, strategic move that builds leadership bench strength and de-risks executive transitions. Whether you’re elevating from within or evaluating the market, framing the COO role as a CEO successor helps drive better long-term outcomes for the business.
At JRG Partners, we specialize in building succession-ready executive teams. If you’re planning your next COO hire—or considering internal development paths toward CEO succession—contact JRG Partners today to start a conversation that prepares your business for the future.
