Sign up to get updates from us
When seemingly opposite forces are actually complimentary forces, the results are exponential. This is the dynamic power potential of the remarkable CEO – COO relationship, where the whole is greater than the sum of the parts. Gaining clarity for this dynamic relationship is the focus of this episode, with an emphasis of focus on the COO role.
00:38 – Dr. Pete and Dr. Stephen introduces today’s topic, The Complementary COO-CEO Relationship
06:47 – Dr. Pete and Dr. Stephen break down the attributes of the Visionary Role (CEO) and the Integrator Role (COO)
17:50 – Dr. Pete and Dr. Stephen take a moment to promote Chiro Match Makers
18:34 – Dr. Pete and Dr. Stephen speak to the importance of the Scorecard and Accountability Chart tools
23:53 – Dr. Pete and Dr. Stephen analyze the KPIs used to measure the success of a COO
31:33 – Dr. Pete and Dr. Stephen address three fundamental truths about running your practice
EPISODE QUOTES
“Just from a very high level, what we wanna talk about here is the understanding that you don’t have to be awesome at everything, you just need to build a team that’s awesome at everything. And you need to know, as a CEO of the business, who owns the primary six roles in the business.” (01:36)
“I would never own, operate, buy, acquire, partner with, join, or work with a business that did not have this Chief Operating Officer in place.” (04:41)
“As the CEO, you lead the business. They [COOs] run the business.” (08:28)
“In order for me to become the CEO, there had to be the ascension of the people on my team. And that one role that I needed to ascend was that back office CA needed to move into a COO position.” (12:09)
“One thing you should know is that this COO – when you have the right person in play – will be worth as much, if not more, to your business as a doctor will be.” (15:20)
“Focus is what creates the difference between busyness and productivity.” (17:13)
“The perfect example of the complement dynamic between CEO and COO is let the CEO own the profit as far as the number of dollars, but let the COO own the profit margin, which is the percentage of profit.” (27:47)
“In business, you don’t get what you want; you get what you measure. You don’t get what you want; you get what you tolerate.” (29:14)
LINKS MENTIONED
Dr. Stephen’s Book – The Remarkable Practice: The Definitive Guide to Build a Thriving Chiropractic Business
