What's hard for the leader is if they don't have a safe place,

if they don't have a place to talk about their fears and insecurities,

they can't often tell their spouse where they're really worried because it freaks them out.

They can't really tell the other members of the leadership team

because they'll all quit and go somewhere else.

The leader needs to have that one person, that confidant, that behind the scenes they can go,

I don't know what I'm doing.

And the CEO can go, I gotcha.

You keep going out there as a good energy, right, as Jack Daly calls the chief energizing officer,

and all stay behind the scenes and play cleanup. Welcome to the Second in Command Podcast, produced by the COO Alliance and brought to

you by its founder, Cameron Herald.

In the second in command podcast, we talked to top COOs who share the insights, strategies, and tactics that made them the chief behind the chief.

And now, here's your host, that made him the chief behind the chief.

And now here's your host, Cameron Harold.

Today we're diving into a topic that challenges the conventional perception of CEOs.

We often don't associate humility with being a CEO, but it's actually a crucial trait when it comes

to building a strong and trusting relationship with your chief operating officer,

COOO. Imagine being able to turn to your trusted COO and say, hey, I need help in this area.

Can you lend a hand? That level of trust is vital in the CEO-CO-O-Dynamic.

Here I share insights on the fascinating

yin and yang of the CEO and CO-O-O-relationship

and the importance of understanding that each role requires different behavioral

...