3 Ways Coos Can Build Strong Relationships With C-Suite Executives
In the dynamic world of C-suite leadership, Chief Operating Officers play a crucial role in fostering strong relationships with their executive peers. This article delves into expert-backed strategies for COOs to build and maintain these vital connections. Drawing from insights shared by seasoned professionals, readers will discover practical approaches to enhance collaboration, communication, and overall effectiveness within the upper echelons of corporate management.
- Listen and Frame Discussions Around Shared Goals
- Practice Radical Transparency for Collaborative Problem-Solving
- Use Pre-Alignment to Transform Conflict into Collaboration
Listen and Frame Discussions Around Shared Goals
As a COO, I've found that building meaningful relationships with fellow C-suite executives starts with listening more than speaking. Every leader comes with a unique perspective shaped by their function, and acknowledging that upfront helps create trust and alignment. One strategy that has consistently helped me navigate potential conflicts is framing discussions around shared organizational goals rather than individual priorities. For example, when finance and operations have differing views, shifting the conversation toward how decisions impact long-term growth and resilience creates common ground and reduces friction. Over time, this approach not only resolves conflicts more smoothly but also strengthens mutual respect, making collaboration more natural and productive.
Practice Radical Transparency for Collaborative Problem-Solving
"I've found that radical transparency is the fastest way to turn conflict into collaboration because when the mission comes first, egos take a backseat."
As a CEO, I've learned that relationships at the C-suite level are built on two things: trust and alignment. Everyone at that table has a mandate, but it's easy to fall into silos if you're not intentional about collaboration. I make it a priority to create space for open dialogue where disagreements aren't seen as threats but as opportunities to refine our collective decision-making.
The strategy that has served me best is practicing radical transparency. Instead of avoiding difficult conversations, I put the potential tension on the table early and frame it around the shared mission. This approach turns conflict into productive problem-solving and strengthens the respect we have for one another.
Use Pre-Alignment to Transform Conflict into Collaboration
Building strong relationships with other C-suite executives as a COO starts with recognizing that alignment doesn't come from agreeing on everything—it comes from respecting the different lenses each leader brings to the table. The CEO may be focused on vision, the CFO on financial guardrails, the CMO on growth, and my role as COO is often to turn those competing priorities into something executable.
One strategy that has been invaluable for me is practicing what I call "pre-alignment." Before major decisions hit the boardroom, I'll connect with peers one-on-one to understand their concerns, pressure points, and desired outcomes. Those conversations aren't about lobbying—they're about listening. When the actual discussion happens, you're not blindsided by hidden agendas, and you can frame solutions that acknowledge each perspective. It's amazing how much conflict can be defused simply by making people feel heard before the stakes get high.
This approach proved its worth during a heated debate over resource allocation between marketing and product. Both had valid cases, but tension was rising. By having pre-alignment conversations, I was able to surface the underlying concern—marketing feared brand momentum would stall, while product worried about underdelivering on the roadmap. Framing the trade-off around shared goals instead of opposing interests allowed us to design a phased approach that satisfied both.
The lesson I've learned is that conflict at the C-suite level is rarely about personalities—it's about priorities. When you invest time in understanding those priorities outside the spotlight, you can transform conflict into collaboration. As COO, being the bridge between vision and execution means you're also often the bridge between people. Done well, that not only strengthens decisions but also strengthens the team leading the company.
