What was the most challenging crisis you faced as a COO and how did you overcome it? What advice would you give to new COOs facing similar situations?

Question

In today's fast-paced business world, new Chief Operating Officers face a myriad of challenges that demand swift and effective crisis management. This article presents seven crucial strategies, ranging from navigating supplier delays to turning system outages into opportunities, all backed by insights from seasoned industry experts. By mastering these techniques, new COOs can confidently steer their organizations through turbulent times and emerge stronger on the other side.

Josh Qian · Answer

One crisis I handled was a significant logistical breakdown involving a key supplier for a major project. We had a large order of specialized wood veneer for a client's custom kitchen cabinets, and the shipment was unexpectedly delayed for several weeks due to a production issue on the supplier's end. The initial response from the supplier was vague, leaving us in the dark and putting the entire project timeline at risk. The client, who had already committed to a move-in date, was understandably anxious. We couldn't just sit and wait. I immediately initiated formal communication with the supplier, requesting a clear explanation and a firm new delivery date. At the same time, I had my team research and contact alternative suppliers who could provide a similar, high-quality material on a much shorter timeline. We were ready to pivot if necessary.
In a similar situation, my advice is to have a contingency plan and be proactive, rather than reactive. You should establish strong relationships with multiple, reliable suppliers so that you are not dependent on just one. When a problem arises, get to the root of it quickly and don't settle for vague answers. In parallel, begin exploring alternative solutions immediately. This way, you are always two steps ahead. You can manage the immediate issue with your primary vendor while having a viable backup plan ready to go. The ability to pivot quickly and decisively is critical to maintaining project momentum and, more importantly, a client's trust.

Aishwariya Kannan · Answer

As the co-founder, I am often faced with financial challenges, especially the recent 50% tariffs for goods being imported from India, as most of our products come from India. In this scenario, it was difficult to make a decision on which products to import from the portfolio and which to drop. Obviously, this was a contingent situation and unforeseen, so with a lot of reluctance and discussions with the CEO and other stakeholders, we decided to pursue just 2 out of 5 products that we planned and have the best ones being introduced. It was painful considering "Amohas" is a skincare brand and we wanted all 5 products forming a continuum. However, with uncertain times and macroeconomic situations such as these, it's wise to look at the broader picture and have fewer but effective launches that also financially corroborate with the brand's offering rather than risk-taking situations which are uncalculated without having a fail-safe plan.
This was a very important lesson for me, and honestly, I'm glad this happened very early on as this helps understand tricky situations which we may also encounter later in our journey. It has made me better equipped to deal with unprecedented scenarios and always have a plan B in place. We have also had to deal with multi-country working cultures which are difficult and challenging to collaborate with. Time zones as well as working styles being different also make it a little hard to align goals with. However, with time, I am getting adapted to switch with vendors from different parts of the world and to enable seamless business collaborations.
Lastly, my key takeaway and humble advice to young, budding, or even incumbent entrepreneurs and business owners is planning ahead of time, future-proofing, and having alternatives beforehand to "cushion" any impacts that may potentially affect your business. Also, being at the helm of things. This includes being and having real-time updates on business status quo and also active communication. Thanks for the opportunity and good luck to all.

Mona Sabet · Answer

Today, every COO must bring greater productivity to their organization through AI. However, most teams are not prepared for the AI adoption curve. New AI-based tools are yet another interface that is unfamiliar to most workforces and uncomfortable to learn, not just because they are new, but because they could also be displacing.
New COOs should treat AI implementations as they would any change management effort:  1. Start by finding your most tech-savvy employees and set up a pilot with them.2. Use them as your advocates to bring the rest of the workforce along. 3. Select the employees who find the most creative ways to increase productivity with the new solutions and give them an increased role and recognition to train others in your organization. 4. Don't begin an AI initiative without first identifying the productivity improvements you want to see and knowing how to measure them. Without a clear end goal, an AI initiative can end up becoming just another failed COO project.

Max Shak · Answer

One of the most challenging crises I faced as a COO came during a period of rapid growth. On paper, everything looked great—we were signing new clients, our team was expanding, and revenue was climbing. But underneath that success was a growing problem: our internal systems weren't keeping up with the pace. Communication broke down, projects slipped through the cracks, and the same team that was once energized started to feel overwhelmed and burned out.
I remember a moment when three major projects all ran into bottlenecks at the same time. Clients were frustrated, employees were exhausted, and I found myself questioning whether we had scaled too quickly. As COO, the weight of that responsibility felt heavy. My instinct at first was to try to personally fix everything—jumping into projects, putting out fires, working longer hours. But very quickly, I realized that wasn't sustainable, and it wasn't leadership.
The turning point came when I admitted to myself and to the team that we needed to pause and rebuild our foundation. We introduced clearer processes, invested in better tools, and most importantly, created space for honest conversations with both clients and staff. I started spending more time listening—understanding what was breaking down on the front lines instead of assuming I already had the answers. Slowly, trust began to return, projects became smoother, and the team felt more supported.
That experience reshaped how I think about leadership. The biggest mistake I see new COOs make—myself included in those early days—is believing they have to carry the entire weight of the company on their shoulders. My advice is to embrace transparency and delegation sooner than you think you should. Admit when something isn't working, involve your team in finding solutions, and don't let growth outpace the systems and culture needed to sustain it.
Crisis has a way of exposing weaknesses you've been ignoring. If you face it head-on, it can become the catalyst that makes both you and your company stronger.

Alex Schepis · Answer

The biggest crisis for a small business is when you have to deal with a mistake—a major one.
A while back, one of my blokes did a new switchboard install for a client, and a few weeks later, the client called me up. There was a problem. It turned out that a wire had come loose, which was a dangerous mistake. It wasn't a major fault, but it was sloppy work, and it was a direct threat to our reputation. The crisis wasn't the loose wire; it was the trust I had with that client.
My approach to overcoming it was simple: I owned it immediately. I didn't make excuses or try to blame the bloke. I went straight to the client's place myself, looked at the problem, and told them in no uncertain terms that it was our fault and that we would fix it, no questions asked, no charge. While I was there, I did a full, free check of the rest of the work just to give them peace of mind. Then I went back to the bloke and talked to him. We used it as a learning opportunity. I showed him why it happened and how to make sure it never happens again.
My advice to any new "COO" in the trades is this: the way you handle a problem is what defines your business. You have to be willing to take a hit on your time and money to do the right thing. The easiest thing to do in a crisis is to hide from it or make excuses, but that's what will kill your reputation. You have to show up, own the problem, and fix it. That kind of integrity is what builds trust, and trust is what keeps the phone ringing. A client who sees that you're an honest professional who stands by his work is a client for life.

Justin Smith · Answer

"A crisis doesn't test your plans; it tests your principles, and those are what carry your team through uncertainty."
The most challenging crisis I faced as a COO was when a critical supply chain disruption threatened to halt operations at a pivotal growth stage. The solution wasn't found in a perfect playbook but in our ability to stay transparent with stakeholders, make fast but informed decisions, and empower teams closest to the problem to lead the response. What turned the tide was rallying everyone around a single shared priority: protecting customer commitments at all costs. My advice to new COOs: don't try to shoulder everything yourself. Build resilience by trusting your team, leaning into data-driven decisions, and communicating clearly even when you don't have all the answers. That's what keeps confidence intact and momentum alive.

Andrew Izrailo · Answer

The most challenging crisis I faced as COO was a major system outage that disrupted operations and client services simultaneously. It wasn't just a technical problem—it affected trust, deadlines, and internal morale. The immediate priority was to stabilize operations while keeping clients informed. I coordinated cross-functional teams across IT, customer support, and communications to triage issues, implement temporary workarounds, and provide transparent updates to clients and stakeholders.
Once operations were stabilized, we conducted a post-mortem analysis to understand root causes, identify gaps in our processes, and strengthen our contingency planning. We also invested in monitoring tools, redundancy systems, and improved escalation protocols to prevent similar disruptions in the future.
The key lesson I'd share with new COOs is: crises are tests of both systems and leadership. Acting decisively, communicating transparently, and mobilizing your teams quickly is critical, but so is the follow-up: learning from the crisis and building resilience. Viewing challenges as opportunities to strengthen processes and relationships can turn even the most stressful situations into long-term growth.

Q&A

7 Crisis Management Strategies for New Coos"

On the board

Navigate Supplier Delays with Proactive Solutions

Adapt to Tariffs by Prioritizing Products

Implement AI with Strategic Change Management

Rebuild Systems During Rapid Growth

Own Mistakes to Preserve Client Trust

Rally Teams Around Shared Crisis Priorities

Turn System Outages into Improvement Opportunities

Standing brief