Audit Time Spent Running the Operation
A COO cannot fix an allocation problem they have not measured. Operating work expands to fill every open hour, and most COOs discover too late that reviews, approvals, and standing meetings have crowded out the work only they can do. Experienced COOs converge on the same rule of thumb: spend no more than about a third of your time running the operation, and hold the rest for strategy, transformation, talent, and governance. The audit is what makes that split real instead of aspirational.
Proficiency Level
This is a preview of how skill assessment works in Admire
Measurable Behaviors
Behaviors are optimized to be directly observable for evidence-based skill tracking.
Classify calendar time into operating versus COO-only work
Tags every calendar commitment against written definitions clear enough that another person would reach the same tags.
Measure the operating share against a stated target
Computes the share of work time spent operating and records it beside a written target, with the gap visible.
Review the time trend with the CEO each quarter
Brings the trend and target into a standing CEO conversation with a written outcome, even when the news is bad.
Trace operating time to its recurring sources
Ranks the specific reviews, approval rights, and standing issues that drive overruns, ready to hand to delegation work.
Track the operating share trend across quarters
Repeats the audit on a fixed cadence with stable categories, so the direction of travel stays visible and honest.
This is a preview of how behavior tracking works in Admire
Mastering the Operating-Time Audit
A proficient COO can state their current operating share from evidence, not impression, and name the specific commitments that drive it. The audit runs on a fixed cadence with stable categories, so the trend is comparable quarter to quarter. The number shows up in real conversations, with deputies and with the CEO, and allocation decisions trace back to it.