How COOs save CEOs from themselves

Executive overview

Entrepreneurs generate a constant stream of new ideas, often dumping them on their COO to execute immediately. The COO's role is to absorb that energy without killing it — acting as a brake, not a parking brake.

The framework: respond with curiosity instead of resistance, ask structured questions to surface real ROI, then green-light, yellow-light, or red-light the idea collaboratively.

The COO must be the brake to the entrepreneur's gas — not the parking brake.

The opening move

• Start every idea conversation with "I love that idea — let me ask you a few questions."
• Suggest a quick walk to create an informal, low-pressure setting.
• The CEO feels heard and validated before any scrutiny begins.

Questions to ask on the walk

• Work through who, what, when, where, why, and how.
• What does success look like when the project is complete?
• What's the worst outcome if it's not pursued?
• How many people, how much money, how much time would it require?

Evaluating the idea

• Calculate the relative ROI of people, time, and money against the expected outcome.
• Ask: will this make employees happier? Customers happier?
• Ask: does it drive revenue, gross margin, or profitability?
• These questions clarify the core reason for the project — without debating the CEO.

Green, yellow, or red light

• Green: start now; add to the project plan; decide which existing projects to bump.
• Yellow: great idea, not now; park it; revisit at the next strategy meeting and vote on priority.
• Red: after working through all the questions together, both parties agree to kill it — and the CEO accepts it because they felt heard throughout.