Interview Guide for

Chief Operating Officer (COO)

This comprehensive interview guide is designed to help you evaluate candidates for the Chief Operating Officer (COO) position. Focusing on both operational excellence and strategic leadership, this guide provides a structured approach to assessing candidates' past behaviors, leadership capabilities, and potential fit within your organization. With Yardstick's proven methodologies, you'll be equipped to make data-driven hiring decisions for this critical executive role.

How to Use This guide

This guide serves as a framework for conducting thorough, consistent, and effective interviews for your COO position. To maximize its value:

Customize: Adapt questions and competencies to align with your company's specific needs and culture
Collaborate: Share this guide with all interviewers to ensure alignment on evaluation criteria
Maintain Consistency: Use the same core questions with each candidate to enable fair comparisons
Dive Deeper: Leverage follow-up questions to explore candidates' experiences thoroughly
Score Independently: Have each interviewer complete their scorecard before discussing candidates together
Look for Patterns: Use Yardstick's Interview Intelligence to identify trends across multiple interviews

For additional guidance, explore how to conduct effective job interviews or browse our library of Chief Operating Officer interview questions.

Job Description

Chief Operating Officer (COO)

About [Company]

[Company] is a dynamic organization focused on [brief description of company mission/industry]. We are seeking an exceptional leader to drive operational excellence and help us scale to the next level.

The Role

As Chief Operating Officer (COO), you will be a vital member of our executive leadership team, reporting directly to the [CEO Title]. You'll oversee all operational aspects of our business, driving efficiency, implementing strategic initiatives, and fostering a culture of continuous improvement. This role offers a unique opportunity to make a significant impact on our company's growth trajectory and operational success.

Key Responsibilities:

Lead and oversee all aspects of company operations, including [relevant departments]
Develop and implement operational strategies, policies, and procedures that align with company objectives
Drive continuous improvement initiatives to optimize efficiency, productivity, and cost-effectiveness
Build, mentor, and lead high-performing teams that deliver exceptional results
Identify and resolve operational challenges, bottlenecks, and inefficiencies
Manage operational budgets and ensure effective resource allocation
Monitor and analyze key performance indicators to track operational performance
Ensure compliance with all relevant regulations and industry standards
Champion customer-centricity throughout the organization

What We're Looking For:

Bachelor's degree required; Master's degree preferred
10+ years of progressive experience in operations leadership roles
Proven track record of driving operational excellence and process improvement
Strong strategic thinking and execution capabilities
Exceptional leadership, communication, and interpersonal skills
Demonstrated ability to build and motivate high-performing teams
Experience implementing systems and processes that scale with company growth
Strong analytical and problem-solving abilities
Excellent organizational and project management skills
Ability to thrive in fast-paced, dynamic environments

Why Join [Company]

At [Company], we offer the opportunity to make a meaningful impact on a growing organization. You'll work alongside talented professionals in a collaborative culture that values innovation and excellence.

Competitive compensation package: [Pay Range]
Comprehensive benefits including health, dental, and vision insurance
Retirement plan with company matching
Professional development opportunities
[Other benefits/perks]

Hiring Process

We've designed a streamlined interview process to identify the best talent while respecting your time. Our process typically includes:

Initial screening interview with our recruitment team
Operational strategy presentation where you'll share your approach to a business challenge
In-depth discussion of your career history with the CEO
Leadership competency interview with a member of our executive team
Additional conversations with key stakeholders (as needed)

Throughout the process, we aim to provide a clear understanding of the role, our company culture, and how your skills align with our needs. We're committed to providing timely feedback and maintaining transparent communication.

Ideal Candidate Profile (Internal)

Role Overview

The Chief Operating Officer is a pivotal leadership role responsible for driving operational excellence, implementing strategic initiatives, and ensuring organizational alignment. The COO will report directly to the CEO and oversee all operational aspects of the business. The ideal candidate will combine strategic vision with exceptional execution skills, enabling the company to scale efficiently while maintaining operational excellence.

Essential Behavioral Competencies

Operational Excellence: Demonstrates the ability to optimize systems, processes, and resources to maximize efficiency, productivity, and cost-effectiveness; identifies bottlenecks and implements improvements that drive measurable results.

Strategic Leadership: Translates high-level business objectives into actionable operational plans; understands industry trends and competitive landscape to inform operational strategy; balances short-term execution with long-term strategic goals.

Team Leadership: Builds, develops, and leads high-performing teams; creates a culture of accountability, collaboration, and continuous improvement; effectively attracts, retains, and develops top talent.

Change Management: Successfully leads organizations through transformational changes; implements new processes, systems, and structures with minimal disruption; navigates resistance and builds buy-in for organizational changes.

Communication & Collaboration: Communicates effectively across all levels of the organization; builds strong cross-functional relationships; influences without authority and aligns diverse stakeholders around common goals.

Desired Outcomes

Develop and implement an operational strategic plan that improves efficiency and reduces costs by 15% within the first year
Build and lead a high-performing operations team, improving employee engagement scores by 20% within 18 months
Successfully implement new systems and processes that allow the company to scale operations by 2x without proportional increase in operational costs
Establish robust KPI framework and reporting systems to drive data-informed decision making across all operational areas
Create and execute an operational risk management framework that ensures regulatory compliance and business continuity

Ideal Candidate Traits

Operational Strategist: Experienced in designing and implementing operational strategies that support business growth and scaling
Change Agent: Comfortable challenging the status quo and driving organizational transformation
Results-Oriented: Strong track record of delivering measurable operational improvements
People Leader: Exceptional at building, developing, and motivating high-performing teams
Collaborative Partner: Able to work effectively with executives, board members, and cross-functional teams
Problem Solver: Analytical thinker who can address complex operational challenges creatively
Adaptable Leader: Comfortable with ambiguity and able to navigate changing business landscapes
Customer-Centric: Understands how operations impact customer experience and satisfaction
Industry Experience: Familiarity with [industry] operations and best practices (preferred)
Cultural Fit: Aligns with [company] values of [relevant values]

Screening Interview

Directions for the Interviewer

This screening interview is designed to quickly determine if a candidate has the necessary experience, skills, and potential to excel as a Chief Operating Officer. Focus on identifying candidates with a strong track record of operational leadership, strategic thinking, and team development. This interview plays a crucial role in filtering candidates who have the right combination of experience and leadership abilities to move forward in the process. Ask open-ended questions that allow candidates to share specific examples from their experience. Listen for evidence of measurable operational improvements, strategic thinking, and leadership capabilities. Plan to save 5-10 minutes at the end for candidate questions.

Directions to Share with Candidate

"Thank you for your interest in the Chief Operating Officer role at [Company]. In this initial conversation, I'd like to learn more about your operational leadership experience, strategic approach, and what you're looking for in your next role. I'll also share more details about [Company] and this opportunity. Please feel free to ask any questions you have throughout our discussion."

Interview Questions

Tell me about your most significant operational leadership role and the scope of your responsibilities.

Areas to Cover

Size and complexity of the operation they led
Number of employees and departments under their supervision
Budget responsibility
Geographic scope (regional, national, global)
Key operational metrics they were responsible for
Their reporting relationship within the organization

Possible Follow-up Questions

How did the scope of your responsibilities evolve during your time in this role?
What were the most challenging aspects of managing an operation of that scale?
How did you structure your leadership team to effectively manage the operation?
What operational KPIs were most important to your role, and how did you perform against them?

Describe a time when you identified and resolved a significant operational inefficiency. What was your approach and what were the results?

Areas to Cover

The process for identifying the inefficiency
Their analysis and problem-solving approach
Key stakeholders involved in the solution
Implementation challenges and how they were overcome
Measurable results (cost savings, productivity improvements, etc.)
Long-term sustainability of the solution

Possible Follow-up Questions

How did you identify that this particular inefficiency was worth addressing?
Who did you involve in developing the solution?
What resistance did you encounter and how did you handle it?
How did you measure the success of your intervention?

Walk me through your experience developing and implementing strategic operational plans.

Areas to Cover

Their process for connecting business strategy to operational plans
Examples of strategic initiatives they've implemented
How they established metrics and tracked progress
Cross-functional collaboration involved
Results achieved from their strategic plans
Lessons learned from implementation challenges

Possible Follow-up Questions

How did you ensure alignment between operational plans and overall business strategy?
What approaches have you found most effective for gaining buy-in from other executives?
How did you handle situations where operational constraints conflicted with strategic goals?
What tools or frameworks do you use to develop strategic operational plans?

Tell me about your approach to building and developing high-performing teams.

Areas to Cover

Their philosophy on team leadership and talent development
Specific examples of teams they've built or transformed
How they identify, recruit, and retain top talent
Their approach to performance management
Methods for fostering collaboration and engagement
Results achieved by their teams

Possible Follow-up Questions

How do you address performance issues within your team?
What's your approach to developing future leaders?
How do you motivate your team during challenging periods?
Can you share an example of how you've improved team dynamics or culture?

What has been your experience managing organizational change?

Areas to Cover

Examples of significant change initiatives they've led
Their approach to change management
How they communicated the changes to stakeholders
How they handled resistance to change
Outcomes of the change initiatives
Lessons learned from the experience

Possible Follow-up Questions

How do you build buy-in for change across different organizational levels?
What methods have you found most effective for communicating during periods of change?
How do you balance maintaining operations while implementing significant changes?
Can you describe a change initiative that didn't go as planned and what you learned?

What attracts you to this COO opportunity and what questions do you have about the role or our company?

Areas to Cover

Candidate's understanding of the role and company
Their motivation and alignment with the opportunity
Career goals and aspirations
Cultural fit indicators
Any concerns or hesitations they might have
Thoughtfulness of their questions about the role

Possible Follow-up Questions

How does this role align with your long-term career goals?
What aspects of this role would be new to you or stretch your experience?
What would you need to be successful in this role?
How would you describe your ideal working relationship with a CEO?

Interview Scorecard

Operational Leadership Experience

0: Not Enough Information Gathered to Evaluate
1: Limited experience leading operations; scope significantly smaller than required
2: Some relevant operational leadership experience but gaps in scale or complexity
3: Solid operational leadership experience at appropriate scale and complexity
4: Exceptional operational leadership experience; has led complex operations at equal or larger scale

Strategic Thinking & Execution

0: Not Enough Information Gathered to Evaluate
1: Primarily tactical; limited evidence of strategic thinking
2: Shows some strategic capability but execution track record is inconsistent
3: Demonstrates good balance of strategic thinking and execution capabilities
4: Exceptional strategic leader with proven track record of executing complex initiatives

Team Leadership & Development

0: Not Enough Information Gathered to Evaluate
1: Limited evidence of building or developing high-performing teams
2: Some team leadership experience but impact on team performance unclear
3: Strong team leader with proven ability to develop high-performing teams
4: Exceptional people leader; consistently builds and develops top-performing teams

Communication & Collaboration

0: Not Enough Information Gathered to Evaluate
1: Communication skills below expectations for executive level
2: Adequate communication but may struggle with certain stakeholders
3: Strong communicator who can effectively engage with various stakeholders
4: Exceptional communicator and collaborator across all organizational levels

Desired Outcome: Improve operational efficiency by 15%

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; limited experience driving operational efficiencies
2: May Partially Achieve Goal; some experience but not at scale required
3: Likely to Achieve Goal; demonstrated relevant experience at appropriate scale
4: Likely to Exceed Goal; exceptional track record exceeding similar targets

Desired Outcome: Build high-performing operations team

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; limited team leadership capabilities
2: May Partially Achieve Goal; some team development experience
3: Likely to Achieve Goal; proven ability to build strong teams
4: Likely to Exceed Goal; exceptional team builder with outstanding results

Overall Recommendation

1: Strong No Hire
2: No Hire
3: Hire
4: Strong Hire

Operational Strategy Work Sample

Directions for the Interviewer

This work sample is designed to assess the candidate's ability to analyze operational challenges, develop strategic solutions, and communicate effectively. The exercise will evaluate their operational excellence, strategic thinking, and problem-solving abilities in a realistic business context. This is a crucial evaluation of how the candidate approaches complex operational problems, formulates solutions, and presents their ideas – core competencies for a successful COO.

Provide the business case to the candidate 2-3 days before the interview. During the session, give them 30 minutes to present their operational strategy, followed by 30 minutes of Q&A. Evaluate not just the content of their plan, but also their communication style, ability to respond to questions, and executive presence. Reserve 5-10 minutes at the end for the candidate to ask questions.

Directions to Share with Candidate

"As part of our assessment process, we'd like you to analyze an operational challenge and present your strategic recommendations. We'll provide a business case describing operational issues at a company similar to ours. Please prepare a 30-minute presentation outlining your approach to addressing these challenges, including:

Your assessment of the key operational issues
Recommended strategic priorities and initiatives
Implementation approach and timeline
Key metrics for measuring success
Potential challenges and how you would address them

Following your presentation, we'll have 30 minutes for questions and discussion. This exercise helps us understand your analytical approach, strategic thinking, and communication style in the context of operational leadership. Please feel free to ask clarifying questions about the business case before preparing your presentation."

Business Case for Candidate:

[Company X] is a [industry] company experiencing rapid growth but facing significant operational challenges:

Revenue has grown 50% annually for the past three years
Customer complaints have increased by 35% in the last year
Employee turnover is at 25%, above industry average
Production/delivery timelines are increasingly missed
Costs are rising faster than revenue
Systems and processes designed for a smaller operation are struggling to scale
Department siloes are creating inefficiencies and communication breakdowns

As the incoming COO, outline your strategy for addressing these operational challenges while supporting continued growth.

Interview Scorecard

Operational Analysis & Problem Solving

0: Not Enough Information Gathered to Evaluate
1: Surface-level analysis; missed critical issues or root causes
2: Identified key issues but analysis lacked depth or comprehensiveness
3: Strong analysis that identified root causes and key operational challenges
4: Exceptional analysis showing deep operational understanding and insight

Strategic Thinking & Prioritization

0: Not Enough Information Gathered to Evaluate
1: Recommendations lacked strategic focus or clear prioritization
2: Some strategic elements but incomplete or questionable prioritization
3: Well-structured strategy with appropriate prioritization of initiatives
4: Exceptional strategic framework with excellent prioritization and rationale

Implementation Approach

0: Not Enough Information Gathered to Evaluate
1: Implementation plan was vague or unrealistic
2: Basic implementation plan that addressed some but not all key issues
3: Comprehensive implementation plan with realistic timeline and approach
4: Outstanding implementation strategy showing expertise in change management

Performance Measurement

0: Not Enough Information Gathered to Evaluate
1: Few or inappropriate metrics proposed to measure success
2: Basic metrics identified but gaps in measurement approach
3: Comprehensive set of appropriate metrics for tracking performance
4: Sophisticated performance measurement framework with leading and lagging indicators

Communication & Executive Presence

0: Not Enough Information Gathered to Evaluate
1: Presentation was disorganized or difficult to follow
2: Adequate presentation but lacked polish or executive-level communication
3: Clear, well-structured presentation delivered with confidence
4: Exceptional communication style with outstanding executive presence

Desired Outcome: Implement scalable operational systems

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; approach to scaling operations was inadequate
2: May Partially Achieve Goal; some good elements but significant gaps
3: Likely to Achieve Goal; solid approach to scaling operational systems
4: Likely to Exceed Goal; exceptional strategy for implementing scalable systems

Desired Outcome: Establish robust KPI framework

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; proposed metrics were insufficient
2: May Partially Achieve Goal; basic metrics framework with some limitations
3: Likely to Achieve Goal; comprehensive KPI framework with appropriate metrics
4: Likely to Exceed Goal; sophisticated metrics framework showing deep expertise

Overall Recommendation

1: Strong No Hire
2: No Hire
3: Hire
4: Strong Hire

Chronological Interview

Directions for the Interviewer

This interview focuses on the candidate's career progression, with particular emphasis on operational leadership roles. The goal is to understand the depth and breadth of their experience, their accomplishments, and how they've grown as a leader. This interview provides critical context about the candidate's career trajectory and performance history that will help determine if they have the necessary experience for the COO role.

Ask questions that explore the candidate's key roles chronologically, diving deeper into relevant operational leadership positions. Pay particular attention to the scale and complexity of operations they've managed, the results they've achieved, and how they've handled challenges. Listen for patterns in their leadership approach and professional growth. Save 10-15 minutes at the end for candidate questions.

Directions to Share with Candidate

"Today, I'd like to walk through your career progression, focusing particularly on your operational leadership experience. We'll spend more time on roles most relevant to the COO position. For each significant role, I'll ask about your responsibilities, key accomplishments, challenges, and what you learned. This helps us understand how your experience aligns with what we need in this position."

Interview Questions

To start broadly, what aspects of your professional background do you feel have best prepared you for a COO role?

Areas to Cover

Key experiences or roles they highlight as most relevant
Their understanding of the COO role and its requirements
Professional development path and intentionality
Self-awareness about strengths related to operational leadership
Any unique or distinguishing experiences they bring

Possible Follow-up Questions

How has your perspective on operational leadership evolved throughout your career?
What skills or experiences do you feel you still need to develop further?
How have you specifically prepared yourself for a COO-level position?
What do you see as the most challenging aspect of the COO role?

For each significant role in your career, starting with the most relevant to this position: Tell me about your role at [company]. What attracted you to this opportunity?

Areas to Cover

Their motivations for taking the role
The scope of their responsibilities (size of team, budget, geographic reach)
The state of the operation when they joined
Key operational metrics they were responsible for
How their role fit into the broader organization
Their reporting relationship and key stakeholders

Possible Follow-up Questions

What was the organization trying to accomplish by bringing you into this role?
How did the scope of your responsibilities evolve during your tenure?
What was the state of the operation/team when you arrived?
What key performance indicators were you responsible for?

What were your most significant accomplishments in this role?

Areas to Cover

Specific, measurable achievements
Strategic initiatives they led
Operational improvements they implemented
Team development accomplishments
Business impact of their contributions
Recognition received for their work

Possible Follow-up Questions

What specific metrics improved under your leadership?
How did these accomplishments impact the broader organization?
Which of these achievements are you most proud of and why?
What obstacles did you have to overcome to achieve these results?

What were the most significant challenges you faced in this role and how did you handle them?

Areas to Cover

Types of operational challenges encountered
Their approach to analyzing and addressing problems
Resources and stakeholders involved in solutions
Outcomes of their interventions
Lessons learned from difficult situations
How they've applied these lessons in subsequent roles

Possible Follow-up Questions

What was your process for prioritizing which challenges to address first?
How did you gain buy-in from stakeholders on your approach?
What would you do differently if faced with a similar challenge today?
How did you maintain team morale while addressing these challenges?

Describe your relationship with your leadership team and key stakeholders in this role.

Areas to Cover

Their leadership approach and style
How they built relationships with executives and other departments
Their approach to managing up and across the organization
How they handled disagreements or conflicts
Their communication style with different stakeholders
Examples of successful cross-functional collaboration

Possible Follow-up Questions

How would your direct reports describe your leadership style?
How did you align your team with other departments?
How did you handle situations where there were conflicting priorities?
What was your relationship like with the CEO/President?

Tell me about the team you led in this role. How did you structure the team and develop your direct reports?

Areas to Cover

Team structure and size
Their approach to talent assessment
Performance management practices
Examples of team members they developed
Team culture they created
Changes they made to the team structure or personnel

Possible Follow-up Questions

How did you handle underperforming team members?
What strategies did you use to develop future leaders?
How did you measure your team's performance?
What was your approach to recruiting and selecting new team members?

Why did you decide to leave this position?

Areas to Cover

Their motivations for career changes
Transparency about transitions
Pattern of growth vs. frequent job changes
Whether departures were voluntary or involuntary
Their professional goals and how transitions aligned with them
Their reflection on what they gained from each role

Possible Follow-up Questions

What were you looking for in your next opportunity?
How did your next role build on what you learned in this position?
What aspects of this role did you find most fulfilling?
What would have made you stay longer?

Looking across your career, which role do you feel best prepared you for this COO position and why?

Areas to Cover

Their understanding of the COO role requirements
Self-awareness about relevant experiences and skills
Ability to connect past experience to future performance
Key lessons they've carried throughout their career
Areas where they recognize the need for growth or adaptation
Their level of enthusiasm about this specific opportunity

Possible Follow-up Questions

What aspects of the COO role would be new to you?
How would you approach bridging any gaps in your experience?
What do you see as the biggest difference between your previous roles and this position?
What excites you most about this opportunity?

Interview Scorecard

Career Progression

0: Not Enough Information Gathered to Evaluate
1: Fragmented career path with unexplained gaps or frequent moves
2: Relevant progression but lacking leadership depth at appropriate scale
3: Strong progression with increasing operational leadership responsibilities
4: Exceptional career trajectory showing deliberate growth in operational leadership

Operational Impact

0: Not Enough Information Gathered to Evaluate
1: Limited evidence of significant operational improvements
2: Some operational achievements but impact or scale is modest
3: Strong track record of meaningful operational improvements
4: Exceptional history of transformative operational impact across multiple roles

Leadership Capability

0: Not Enough Information Gathered to Evaluate
1: Primarily managed rather than led; limited evidence of inspiring teams
2: Some leadership strengths but inconsistent or limited in scope
3: Strong leadership capabilities with evidence of developing high-performing teams
4: Exceptional leader who consistently builds, develops, and inspires top teams

Strategic Thinking

0: Not Enough Information Gathered to Evaluate
1: Primarily tactical; limited evidence of strategic contributions
2: Some strategic thinking but implementation track record is inconsistent
3: Strong strategic thinker with evidence of successful strategy execution
4: Exceptional strategic vision coupled with outstanding execution capabilities

Desired Outcome: Develop operational strategic plan

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; limited strategic planning experience
2: May Partially Achieve Goal; some strategic planning experience
3: Likely to Achieve Goal; demonstrated ability to develop effective strategies
4: Likely to Exceed Goal; exceptional track record of strategic planning

Desired Outcome: Create risk management framework

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; limited risk management experience
2: May Partially Achieve Goal; some risk management experience
3: Likely to Achieve Goal; demonstrated experience with risk frameworks
4: Likely to Exceed Goal; sophisticated understanding of operational risk management

Overall Recommendation

1: Strong No Hire
2: No Hire
3: Hire
4: Strong Hire

Leadership Competency Interview

Directions for the Interviewer

This interview focuses on assessing the candidate's leadership capabilities, particularly their ability to build and develop high-performing teams, lead through change, and collaborate across the organization. As a COO will need to influence and align multiple departments, this interview provides crucial insights into their leadership approach and effectiveness. The goal is to understand how they lead teams, drive change, and collaborate with stakeholders at all levels.

Use behavioral interview questions to explore specific examples from the candidate's experience. Listen for concrete examples rather than theoretical approaches, and probe for details about their actions and the results they achieved. Pay particular attention to how they've handled challenging leadership situations, developed team members, and worked across organizational boundaries. Reserve 10 minutes at the end for candidate questions.

Directions to Share with Candidate

"In this conversation, I'd like to explore your leadership approach and experiences. I'll ask you to share specific examples of how you've led teams, managed change, and collaborated with others. For each question, please describe the situation, the actions you took, and the results you achieved. This helps us understand your leadership style and how you might approach similar situations as our COO."

Interview Questions

Tell me about a time when you built or transformed a team to achieve significant operational improvements. (Team Leadership)

Areas to Cover

The initial state of the team and organizational context
Their assessment and approach to building/transforming the team
Specific actions taken (restructuring, hiring, developing, etc.)
How they established expectations and goals
Challenges encountered and how they were addressed
Measurable improvements achieved by the team
Lessons learned from the experience

Possible Follow-up Questions

How did you assess the strengths and weaknesses of the existing team?
What changes did you make to team structure or personnel?
How did you establish the right culture for high performance?
What resistance did you encounter and how did you handle it?

Describe a situation where you had to lead a major change initiative across an organization. (Change Management)

Areas to Cover

The nature and scope of the change initiative
Their approach to planning and implementing the change
How they built buy-in across different stakeholder groups
Communication strategies they employed
Challenges encountered and how they were overcome
Results achieved from the change initiative
How they sustained the change over time

Possible Follow-up Questions

How did you determine the approach to implementing this change?
What resistance did you encounter and how did you address it?
How did you communicate the change to different stakeholders?
What would you do differently if leading a similar change in the future?

Tell me about a time when you had to influence stakeholders outside your direct authority to achieve an important objective. (Communication & Collaboration)

Areas to Cover

The situation and why influence was necessary
Key stakeholders involved and their different interests
Their approach to understanding stakeholder perspectives
Strategies they used to build support and consensus
Challenges faced in gaining alignment
The outcome of their influence efforts
Lessons learned about effective influence

Possible Follow-up Questions

How did you identify the key stakeholders you needed to influence?
What approach did you take to understand their perspectives?
What resistance did you encounter and how did you overcome it?
How has this experience shaped your approach to stakeholder management?

Describe a situation where you had to make a difficult decision that impacted many people in the organization. (Strategic Leadership)

Areas to Cover

The context and nature of the decision
Their decision-making process and considerations
How they gathered input and evaluated options
Their approach to communicating the decision
How they managed the impact on those affected
The outcome of the decision
Reflections on what they learned from the experience

Possible Follow-up Questions

What factors did you consider in making this decision?
How did you balance short-term impacts with long-term objectives?
How did you communicate the decision to those affected?
Looking back, would you make the same decision today? Why or why not?

Tell me about a time when you identified a significant opportunity to improve operational efficiency or effectiveness. (Operational Excellence)

Areas to Cover

How they identified the opportunity
Their approach to analyzing the situation
The strategy they developed to capture the opportunity
How they implemented the solution
Stakeholders involved and how they were engaged
Metrics used to measure success
Results achieved and lessons learned

Possible Follow-up Questions

How did you prioritize this opportunity among competing needs?
What resistance did you encounter and how did you overcome it?
How did you ensure the improvements were sustainable?
What metrics did you use to measure the impact?

Interview Scorecard

Team Leadership

0: Not Enough Information Gathered to Evaluate
1: Limited evidence of effective team leadership
2: Basic team leadership skills but impact or approach not exceptional
3: Strong team leader who develops others and drives performance
4: Exceptional team builder with outstanding approach to developing high-performing teams

Change Management

0: Not Enough Information Gathered to Evaluate
1: Limited experience leading significant change initiatives
2: Some change management experience but execution had limitations
3: Strong change leader with proven ability to implement major initiatives
4: Exceptional change agent with sophisticated approach and outstanding results

Communication & Collaboration

0: Not Enough Information Gathered to Evaluate
1: Communication style lacks clarity or effectiveness for executive level
2: Adequate communicator but influence may be limited in certain contexts
3: Strong communicator who effectively influences across organizational levels
4: Exceptional communicator with outstanding stakeholder management skills

Strategic Leadership

0: Not Enough Information Gathered to Evaluate
1: Decision-making tends to be tactical rather than strategic
2: Shows some strategic thinking but execution may be inconsistent
3: Strong strategic leader who balances short and long-term considerations
4: Exceptional strategic leader with sophisticated decision-making approach

Operational Excellence

0: Not Enough Information Gathered to Evaluate
1: Limited evidence of driving operational improvements
2: Some operational improvements but impact or approach not exceptional
3: Strong track record of identifying and implementing operational improvements
4: Exceptional operational leader with innovative approaches and outstanding results

Desired Outcome: Build high-performing operations team

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; limited team development capabilities
2: May Partially Achieve Goal; some team leadership strengths
3: Likely to Achieve Goal; strong team builder with proven results
4: Likely to Exceed Goal; exceptional team leadership capabilities

Desired Outcome: Implement new systems and processes for scale

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; limited experience implementing systems
2: May Partially Achieve Goal; some relevant experience but gaps exist
3: Likely to Achieve Goal; demonstrated ability to implement scalable systems
4: Likely to Exceed Goal; exceptional track record of systems implementation

Overall Recommendation

1: Strong No Hire
2: No Hire
3: Hire
4: Strong Hire

Operational Excellence Competency Interview (Optional)

Directions for the Interviewer

This interview focuses specifically on the candidate's capabilities around operational excellence, process improvement, and operational strategy. As a COO, the ability to optimize operations and drive efficiency is critical. This interview will assess the depth of their operational expertise and their approach to solving complex operational challenges. Look for evidence of systematic approaches to operational improvement, data-driven decision making, and a balance between short-term efficiency and long-term strategic goals.

Use behavioral interview questions to explore specific examples from the candidate's experience with operational excellence initiatives. Probe for details about their methodologies, how they measure success, and the sustainability of their improvements. Pay special attention to the scale and complexity of the operations they've managed and improved. Save 10 minutes at the end for candidate questions.

Directions to Share with Candidate

"In this discussion, we'll focus on your experience with operational excellence, process improvement, and operational strategy. I'm interested in specific examples that demonstrate your approach to optimizing operations and driving efficiency. For each question, please describe the situation, your methods, the challenges you faced, and the results you achieved."

Interview Questions

Describe your approach to assessing operational performance and identifying improvement opportunities across an organization. (Operational Excellence)

Areas to Cover

Their methodology for operational assessment
Tools and frameworks they use to analyze operations
How they gather and analyze operational data
Their approach to prioritizing improvement opportunities
How they balance quick wins vs. longer-term improvements
Examples of how this approach has been effective
How they involve different stakeholders in the assessment process

Possible Follow-up Questions

How do you determine which metrics are most important to track?
How do you assess operations across different functional areas?
How do you balance quantitative and qualitative assessment methods?
How do you gain buy-in for your assessment approach from stakeholders?

Tell me about a time when you led a major process improvement initiative. What methodology did you use and what results did you achieve? (Operational Excellence)

Areas to Cover

The situation and the process targeted for improvement
Their methodology (Six Sigma, Lean, Agile, etc.)
How they identified root causes of inefficiencies
Their approach to designing the improved process
How they implemented and managed the change
Metrics used to measure success
Results achieved and lessons learned

Possible Follow-up Questions

Why did you choose that particular methodology for this initiative?
How did you handle resistance to the process changes?
How did you ensure the improvements were sustainable?
What would you do differently if you were to lead this initiative again?

Describe a situation where you had to balance multiple operational priorities with limited resources. How did you approach this challenge? (Strategic Leadership)

Areas to Cover

The context and competing priorities involved
Their approach to evaluating and prioritizing needs
How they made resource allocation decisions
Their communication with stakeholders about priorities
How they managed expectations across the organization
Results of their prioritization approach
Lessons learned about balancing competing demands

Possible Follow-up Questions

What criteria did you use to prioritize the different operational needs?
How did you communicate your decisions to stakeholders?
How did you handle pushback from areas that received fewer resources?
How did you track the impact of your resource allocation decisions?

Tell me about a time when you implemented new technology or systems to improve operational performance. (Operational Excellence)

Areas to Cover

The operational challenge being addressed
Their approach to evaluating and selecting the technology
How they planned and managed the implementation
Their approach to change management and training
Challenges encountered and how they were overcome
Metrics used to measure success
Results achieved and lessons learned

Possible Follow-up Questions

How did you build the business case for this technology investment?
How did you manage the transition from old systems to new?
What resistance did you encounter and how did you address it?
How did you ensure the technology delivered the expected benefits?

Describe your experience developing and managing operational budgets. How do you ensure fiscal responsibility while driving operational improvements? (Operational Excellence)

Areas to Cover

The scale and complexity of budgets they've managed
Their approach to budget development and management
How they identify cost-saving opportunities
Their methods for forecasting operational expenses
How they evaluate ROI for operational investments
Examples of successful budget management
Their philosophy on balancing cost control with investment

Possible Follow-up Questions

How do you handle unexpected budget variances?
How do you prioritize budget allocations across different operational areas?
What methods do you use to identify cost-saving opportunities?
How do you build the business case for operational investments?

Interview Scorecard

Operational Assessment Capability

0: Not Enough Information Gathered to Evaluate
1: Limited methodology for assessing operational performance
2: Basic assessment approach but lacks sophistication or comprehensiveness
3: Strong, systematic approach to operational assessment
4: Exceptional methodology with sophisticated metrics and frameworks

Process Improvement Expertise

0: Not Enough Information Gathered to Evaluate
1: Limited experience with process improvement methodologies
2: Some process improvement experience but results or approach not exceptional
3: Strong command of process improvement methods with proven results
4: Exceptional expertise with multiple methodologies and outstanding results

Resource Prioritization & Management

0: Not Enough Information Gathered to Evaluate
1: Struggles with balancing competing priorities effectively
2: Basic prioritization skills but approach may lack sophistication
3: Strong ability to prioritize resources and manage competing demands
4: Exceptional strategic approach to resource allocation with outstanding results

Technology Implementation

0: Not Enough Information Gathered to Evaluate
1: Limited experience implementing operational technology
2: Some technology implementation experience with moderate success
3: Strong track record implementing technology with positive operational impact
4: Exceptional ability to leverage technology for transformative operational improvements

Budget Management

0: Not Enough Information Gathered to Evaluate
1: Limited experience managing significant operational budgets
2: Basic budget management skills but lacks sophistication
3: Strong budget management capabilities with evidence of fiscal responsibility
4: Exceptional financial acumen with outstanding operational budget management

Desired Outcome: Improve efficiency and reduce costs by 15%

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; limited cost reduction experience
2: May Partially Achieve Goal; some cost reduction success
3: Likely to Achieve Goal; proven ability to drive significant efficiencies
4: Likely to Exceed Goal; exceptional track record exceeding similar targets

Desired Outcome: Establish robust KPI framework

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; limited metrics development experience
2: May Partially Achieve Goal; some metrics experience but not comprehensive
3: Likely to Achieve Goal; strong experience developing effective metrics
4: Likely to Exceed Goal; sophisticated understanding of performance measurement

Overall Recommendation

1: Strong No Hire
2: No Hire
3: Hire
4: Strong Hire

Board Member Interview (Optional)

Directions for the Interviewer

This interview provides an opportunity for a board member to assess the candidate's executive presence, strategic thinking, and cultural fit with the organization's leadership. As a COO will interact frequently with the board, this conversation helps evaluate how effectively the candidate can communicate and collaborate at the highest levels of the organization. Focus on broad strategic questions that allow the candidate to demonstrate their understanding of business strategy, operational excellence, and executive leadership.

This interview should feel like a peer-to-peer conversation rather than a structured evaluation. Ask open-ended questions that allow the candidate to share their philosophy on operational leadership and their strategic vision. Listen for their ability to articulate complex ideas clearly, think broadly about business challenges, and demonstrate alignment with the company's mission and values. Save time for candidate questions at the end.

Directions to Share with Candidate

"I'm looking forward to our conversation today. As a board member, I'm interested in understanding your perspective on operational leadership, your approach to driving business results, and how you see the COO role contributing to our company's success. This will be a more conversational discussion about your leadership philosophy and vision rather than a structured interview."

Interview Questions

Based on what you've learned about our company, what do you see as the most significant operational challenges and opportunities we face?

Areas to Cover

Their understanding of the company's business model and operational context
Their ability to identify relevant operational challenges
Strategic thinking about operational priorities
How they connect operational excellence to business success
Their perspective on industry trends affecting operations
How they would approach these challenges as COO

Possible Follow-up Questions

How would you prioritize addressing these challenges?
What experiences have you had addressing similar challenges?
How would you measure success in overcoming these challenges?
What resources would you need to address these effectively?

Tell me about your leadership philosophy and how you approach your role as an operational leader.

Areas to Cover

Their core leadership values and principles
How they view the relationship between strategy and operations
Their approach to building and developing teams
How they balance operational excellence with innovation
Their perspective on change management
How they think about their role within the executive team
Examples that illustrate their leadership philosophy in action

Possible Follow-up Questions

How has your leadership philosophy evolved throughout your career?
How do you adapt your leadership approach to different organizational cultures?
How do you develop the next generation of operational leaders?
What do you consider the most important qualities in an operational leader?

How do you see the role of COO evolving in our industry over the next 3-5 years?

Areas to Cover

Their understanding of industry trends and challenges
Their perspective on the changing nature of operations
Their forward-thinking approach to operational leadership
How they anticipate and prepare for future changes
Their view on emerging technologies and methodologies
How they would position the organization for future success

Possible Follow-up Questions

What new skills do you think will be most important for COOs in the future?
How should companies prepare operationally for these changes?
What emerging trends or technologies are you most excited about?
How do you stay current with evolving best practices in operations?

Describe a situation where you had to make a difficult tradeoff between short-term operational efficiency and long-term strategic goals.

Areas to Cover

Their approach to balancing short-term vs. long-term priorities
How they evaluate strategic tradeoffs
Their decision-making process for complex choices
How they communicate difficult decisions to stakeholders
Examples of successful navigation of competing priorities
Their philosophy on sustainable operational excellence

Possible Follow-up Questions

How did you evaluate the options available to you?
How did you gain alignment on your approach?
What were the outcomes of your decision?
What principles guide your thinking about these tradeoffs?

What do you see as the most important relationship dynamics between the COO and CEO, and how would you approach working with our CEO?

Areas to Cover

Their understanding of effective CEO-COO partnerships
How they approach building trust with executive peers
Their communication style with leadership colleagues
How they manage potential areas of overlap or conflict
Examples of successful executive partnerships
Their expectations for CEO-COO alignment and division of responsibilities

Possible Follow-up Questions

How have you structured successful relationships with CEOs in the past?
How do you handle disagreements with the CEO?
What information do you prioritize sharing with the CEO?
What do you expect from the CEO to ensure your success as COO?

Interview Scorecard

Strategic Vision

0: Not Enough Information Gathered to Evaluate
1: Primarily operational with limited strategic perspective
2: Some strategic thinking but lacks depth or sophistication
3: Strong strategic vision with clear understanding of operational implications
4: Exceptional strategic thinker with sophisticated vision for operational excellence

Executive Presence

0: Not Enough Information Gathered to Evaluate
1: Communication style not aligned with executive-level expectations
2: Adequate presence but lacks polish or confidence in certain areas
3: Strong executive presence with clear, confident communication
4: Exceptional presence with outstanding ability to engage at board level

Leadership Philosophy

0: Not Enough Information Gathered to Evaluate
1: Underdeveloped or ineffective leadership philosophy
2: Basic leadership approach but lacks depth or sophistication
3: Well-articulated leadership philosophy aligned with role requirements
4: Exceptional leadership perspective with compelling vision and principles

Business Acumen

0: Not Enough Information Gathered to Evaluate
1: Limited understanding of broader business context beyond operations
2: Basic business understanding but gaps in certain areas
3: Strong business acumen across multiple dimensions
4: Sophisticated understanding of business dynamics with exceptional insights

Cultural Fit

0: Not Enough Information Gathered to Evaluate
1: Significant misalignment with organizational values or culture
2: Some cultural alignment but potential areas of friction
3: Strong alignment with company's mission and values
4: Exceptional cultural fit with potential to enhance organizational culture

Desired Outcome: Develop and implement operational strategic plan

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; limited strategic planning capability
2: May Partially Achieve Goal; some strategic planning strengths
3: Likely to Achieve Goal; demonstrated strategic planning ability
4: Likely to Exceed Goal; exceptional strategic planning capabilities

Desired Outcome: Successfully implement new systems and processes

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; limited systems implementation experience
2: May Partially Achieve Goal; some relevant implementation experience
3: Likely to Achieve Goal; proven ability to implement new systems
4: Likely to Exceed Goal; exceptional track record of successful implementations

Overall Recommendation

1: Strong No Hire
2: No Hire
3: Hire
4: Strong Hire

Executive Team Panel Interview (Optional)

Directions for the Interviewer

This panel interview allows multiple executive team members to meet with the candidate and assess their fit with the leadership team. The focus is on evaluating how the candidate would collaborate with various functional leaders and their ability to align operations across the organization. This provides valuable insight into how the candidate would interact with peer executives and their understanding of cross-functional collaboration. The panel should include 3-4 key executives representing different functional areas (e.g., Finance, Sales, Marketing, Technology).

Before the interview, align on who will ask which questions to avoid duplication. Allow each panel member to ask follow-up questions relevant to their functional area. This should be a collaborative discussion rather than a series of individual interviews. Pay attention to how the candidate engages with different executives and their ability to speak to varied functional concerns. Save 15 minutes at the end for candidate questions.

Directions to Share with Candidate

"Today you'll meet with several members of our executive team. This gives us an opportunity to understand how you'd collaborate across different functional areas and gives you insight into our leadership team. We'll ask questions about cross-functional collaboration, your approach to partnering with different departments, and your experience working as part of an executive team. Feel free to ask us questions as well to learn more about how we work together."

Interview Questions

How do you approach building strong working relationships with peer executives across different functional areas?

Areas to Cover

Their philosophy on executive team collaboration
Specific examples of successful peer relationships
How they learn about other functional areas
Their approach to managing conflicts with peers
How they build alignment around shared goals
Communication strategies with different types of executives

Possible Follow-up Questions

How do you establish credibility with executives outside of operations?
How do you handle situations where departmental goals conflict?
What do you do when you disagree with a peer executive?
How do you ensure operations supports the needs of different departments?

Tell us about a time when you had to drive operational changes that impacted multiple departments. How did you manage the cross-functional aspects?

Areas to Cover

Their approach to planning cross-functional initiatives
How they built buy-in across different departments
Their methods for addressing departmental concerns
How they managed communication across functions
Their approach to handling resistance
How they measured success across different areas
Lessons learned about cross-functional change

Possible Follow-up Questions

How did you ensure all departments' needs were considered?
What was the most challenging aspect of aligning different functions?
How did you handle competing priorities between departments?
What would you do differently in a similar situation?

How do you ensure operations supports the strategic needs of different functional areas like Sales, Marketing, Finance, and Technology?

Areas to Cover

Their understanding of different functional needs
Their approach to operational planning across functions
How they balance competing departmental priorities
Their methods for gathering input from different areas
Examples of successfully supporting varied business needs
How they measure operational effectiveness across functions

Possible Follow-up Questions

How do you prioritize operational support when resources are limited?
How do you stay informed about the evolving needs of different functions?
What metrics do you use to measure operational effectiveness for different departments?
How do you handle situations where operations can't meet all departmental requests?

Describe your experience participating in executive team strategic planning. How do you contribute to the discussion from an operational perspective?

Areas to Cover

Their role in executive strategic planning
How they represent operational considerations
Their approach to balancing operational reality with strategic ambition
How they influence strategic decisions
Examples of valuable operational insights they've provided
Their perspective on operations' role in strategy

Possible Follow-up Questions

How do you push back on strategic ideas that may not be operationally feasible?
How do you ensure operational constraints don't unnecessarily limit strategic thinking?
How do you translate strategic objectives into operational plans?
What unique perspective do you believe operations brings to strategic discussions?

How do you approach data sharing and transparency across the organization while maintaining appropriate operational controls?

Areas to Cover

Their philosophy on organizational transparency
How they determine what operational data to share
Their approach to cross-functional reporting
Methods for making operational data actionable for others
How they balance transparency with necessary controls
Examples of effective data sharing across departments

Possible Follow-up Questions

How do you ensure different departments interpret operational data consistently?
What operational metrics do you think are most important to share with other executives?
How do you handle sensitive operational information?
How have you used data to improve cross-functional collaboration?

Interview Scorecard

Executive Collaboration

0: Not Enough Information Gathered to Evaluate
1: Limited ability to collaborate effectively with executive peers
2: Basic collaborative approach but may struggle with certain functions
3: Strong collaborator who works effectively across all functions
4: Exceptional at building productive relationships with diverse executives

Cross-Functional Leadership

0: Not Enough Information Gathered to Evaluate
1: Primarily focused on operations with limited cross-functional perspective
2: Some cross-functional leadership experience but approach has limitations
3: Strong ability to lead initiatives across multiple functions
4: Exceptional cross-functional leader with sophisticated approach

Functional Understanding

0: Not Enough Information Gathered to Evaluate
1: Limited understanding of non-operational functions
2: Basic understanding of other functions but lacks depth
3: Strong grasp of different functional needs and priorities
4: Exceptional understanding of all business functions and their interdependencies

Strategic Contribution

0: Not Enough Information Gathered to Evaluate
1: Limited ability to contribute to executive-level strategic discussions
2: Some strategic input but primarily from operational perspective
3: Strong strategic contributor with valuable cross-functional insights
4: Exceptional strategic thinker who elevates executive team discussions

Communication Effectiveness

0: Not Enough Information Gathered to Evaluate
1: Communication style not effective with diverse executive audience
2: Adequate communication but may not connect with all executives equally
3: Strong communicator who adapts effectively to different executives
4: Exceptional communicator who builds rapport with all executive types

Desired Outcome: Ensure coordination between departments

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; limited cross-functional coordination experience
2: May Partially Achieve Goal; some cross-functional strengths
3: Likely to Achieve Goal; proven ability to coordinate across departments
4: Likely to Exceed Goal; exceptional track record of cross-functional success

Desired Outcome: Drive operational excellence across the organization

0: Not Enough Information Gathered to Evaluate
1: Unlikely to Achieve Goal; operational focus too narrow
2: May Partially Achieve Goal; some organization-wide operational experience
3: Likely to Achieve Goal; demonstrated ability to drive broader excellence
4: Likely to Exceed Goal; exceptional track record of organization-wide impact

Overall Recommendation

1: Strong No Hire
2: No Hire
3: Hire
4: Strong Hire

Debrief Meeting

Directions for Conducting the Debrief Meeting

The Debrief Meeting is an open discussion for the hiring team members to share the information learned during the candidate interviews. Use the questions below to guide the discussion.
Start the meeting by reviewing the requirements for the role and the key competencies and goals to succeed.
The meeting leader should strive to create an environment where it is okay to express opinions about the candidate that differ from the consensus or from leadership's opinions.
Scores and interview notes are important data points but should not be the sole factor in making the final decision.
Any hiring team member should feel free to change their recommendation as they learn new information and reflect on what they've learned.

Questions to Guide the Debrief Meeting

Does anyone have any questions for the other interviewers about the candidate?

Guidance: The meeting facilitator should initially present themselves as neutral and try not to sway the conversation before others have a chance to speak up.

Are there any additional comments about the Candidate?

Guidance: This is an opportunity for all the interviewers to share anything they learned that is important for the other interviewers to know.

Were there any inconsistencies in how the candidate presented their experience or abilities across different interviews?

Guidance: Compare notes on the candidate's responses across different interviews to ensure consistency and authenticity.

Is there anything further we need to investigate before making a decision?

Guidance: Based on this discussion, you may decide to probe further on certain issues with the candidate or explore specific issues in the reference calls.

Has anyone changed their hire/no-hire recommendation?

Guidance: This is an opportunity for the interviewers to change their recommendation from the new information they learned in this meeting.

If the consensus is no hire, should the candidate be considered for other roles? If so, what roles?

Guidance: Discuss whether engaging with the candidate about a different role would be worthwhile.

What are the next steps?

Guidance: If there is no consensus, follow the process for that situation (e.g., it is the hiring manager's decision). Further investigation may be needed before making the decision. If there is a consensus on hiring, reference checks could be the next step.

Reference Checks

Directions for Conducting Reference Checks

Reference checks provide critical validation of the candidate's past performance and leadership approach. As COO is a pivotal leadership role, thorough reference checks are essential to confirm the candidate's track record and leadership style. These conversations offer objective perspectives on the candidate's operational impact, leadership effectiveness, and working relationships.

Conduct at least three reference checks, ideally including a former supervisor, a peer executive, and a direct report. Prepare by reviewing the candidate's interview responses and identifying specific areas to validate or explore further. When speaking with references, start with general questions before moving to specific inquiries. Listen for hesitations or qualifications in their responses, and don't hesitate to ask follow-up questions. This process can be repeated with multiple references to gain comprehensive insights. Document each reference conversation thoroughly for comparison during final decision making.

Questions for Reference Checks

In what capacity did you work with [Candidate], and for how long?

Guidance: Establish the reference's relationship with the candidate to understand their perspective and the relevance of their feedback. Listen for the depth and recency of the relationship.

What were [Candidate]'s primary responsibilities in their role, and how effectively did they perform them?

Guidance: Verify the candidate's claimed responsibilities and achievements. Listen for specific examples of performance rather than general characterizations.

How would you describe [Candidate]'s leadership style and their effectiveness in building and developing teams?

Guidance: Compare the reference's description with the candidate's self-assessment. Listen for specific examples of team development and leadership impact.

Can you describe [Candidate]'s greatest strengths and areas for development as an operational leader?

Guidance: Listen for consistency with the strengths and development areas identified during interviews. Pay attention to how the reference frames development areas—are they significant concerns or minor growth opportunities?

How effective was [Candidate] at driving operational improvements and efficiency? Can you share specific examples?

Guidance: Verify the candidate's track record of operational excellence. Listen for concrete examples with measurable results rather than general statements.

How did [Candidate] collaborate with other executives and departments? How effective were they at building alignment across the organization?

Guidance: Assess the candidate's cross-functional effectiveness, particularly important for a COO role. Listen for examples of successful collaboration as well as any challenges.

On a scale of 1-10, how likely would you be to hire [Candidate] again if you had an appropriate role, and why?

Guidance: This question often elicits more candid feedback than yes/no questions. Listen not just for the rating but the explanation behind it, which often reveals nuanced perspectives.

Reference Check Scorecard

Leadership Effectiveness

0: Not Enough Information Gathered to Evaluate
1: Reference expresses significant concerns about leadership effectiveness
2: Reference indicates adequate but not exceptional leadership
3: Reference confirms strong leadership capabilities with specific examples
4: Reference enthusiastically endorses exceptional leadership with impressive examples

Operational Impact

0: Not Enough Information Gathered to Evaluate
1: Reference cannot verify significant operational improvements
2: Reference confirms some operational achievements but modest in scale
3: Reference validates strong operational impact with specific examples
4: Reference enthusiastically confirms transformative operational results

Team Development

0: Not Enough Information Gathered to Evaluate
1: Reference expresses concerns about team leadership approach
2: Reference indicates adequate team development but not exceptional
3: Reference confirms strong team building capabilities with examples
4: Reference enthusiastically endorses exceptional team development skills

Cross-Functional Collaboration

0: Not Enough Information Gathered to Evaluate
1: Reference notes challenges working across departments or with peers
2: Reference indicates adequate collaboration but with some limitations
3: Reference confirms strong collaborative approach with specific examples
4: Reference enthusiastically endorses exceptional cross-functional effectiveness

Desired Outcome: Improve efficiency and reduce costs

0: Not Enough Information Gathered to Evaluate
1: Reference cannot verify candidate's ability to drive efficiency
2: Reference confirms some efficiency improvements but limited in scope
3: Reference validates strong track record of efficiency improvements
4: Reference enthusiastically confirms exceptional cost reduction achievements

Desired Outcome: Implement scalable operational systems

0: Not Enough Information Gathered to Evaluate
1: Reference cannot verify experience implementing scalable systems
2: Reference confirms some systems implementation but limited in scope
3: Reference validates strong track record of implementing scalable systems
4: Reference enthusiastically confirms exceptional systems implementation success

Frequently Asked Questions

How should we prioritize experience versus leadership capabilities when evaluating COO candidates?

While operational experience is important, leadership capabilities often determine success in the COO role. Look for candidates who demonstrate both depth of operational knowledge and strong leadership skills including team development, change management, and cross-functional collaboration. For candidates with outstanding leadership capabilities but gaps in specific operational areas, consider whether they have the learning agility to quickly acquire the necessary expertise.

Should we prioritize industry experience for the COO role?

Industry experience can be valuable but isn't always essential. Outstanding operational leaders can often successfully transfer their skills across industries. Focus on operational complexity rather than specific industry—a candidate who has managed operations of similar scale and complexity in a different industry may bring valuable fresh perspectives. The importance of hiring for potential often outweighs specific industry experience.

How can we assess whether a candidate will work effectively with our CEO?

The CEO-COO relationship is critical for organizational success. Include the CEO in multiple interview stages, particularly the chronological interview and a one-on-one conversation. Pay attention to communication styles, complementary strengths, and alignment on vision and values. During reference checks, ask about how the candidate worked with previous CEOs or senior leaders to identify potential compatibility factors.

Should we include board members in the COO hiring process?

For a role of this seniority, board involvement is valuable. The optional Board Member Interview allows for assessment of executive presence and strategic thinking while giving board members confidence in the selection process. However, be selective—involve only 1-2 board members to keep the process streamlined. Brief them thoroughly on the role requirements and evaluation criteria beforehand.

How can we effectively assess a candidate's ability to scale operations during our company's growth phase?

Focus on behavioral questions about past scaling experiences, particularly during the chronological and competency interviews. The operational strategy work sample should specifically include scaling challenges. During reference checks, validate the scale and complexity of operations the candidate has managed. Look for candidates who have led operations through similar growth phases and can articulate a clear approach to scaling systems, processes, and teams.