It’s Time to Define Excellence for Right-Hand Leaders

Lately, I’ve found myself thinking a lot about what it means to truly excel as a Right-Hand Leader.

Maybe it’s because of the conversations we’ve been having inside HERverse. Maybe it’s because of the work we’re doing behind the scenes. Or maybe it’s simply because after spending more than twenty years in this profession, I’ve reached a point where I can see patterns that weren’t obvious to me earlier in my career.

Whatever the reason, I keep coming back to the same question.

How do we define excellence in this role?

Not success. Not performance. Excellence.

Over the last nine years, I’ve had the privilege of walking alongside hundreds of women who serve as COOs, Integrators, Chiefs of Staff, Presidents, and operational leaders. I also spent nearly two decades serving in the seat myself. While the titles may differ, the responsibility is remarkably similar. These leaders are often responsible for turning vision into reality. They create clarity where there is confusion, accountability where there is drift, and execution where there are great ideas but no clear path forward.

What fascinates me is that despite the significance of the role, most of us arrived here without a roadmap.

I don’t remember anyone sitting me down and explaining what great looked like as a COO/Integrator. There wasn’t a degree program that taught me how to navigate the complexities of being the bridge between vision and execution. There wasn’t a professional standard that outlined the competencies required to excel in the seat. Like so many others, I learned through experience. I learned through mistakes. I learned through mentors, hard seasons, difficult conversations, and countless moments where I simply had to figure it out.

For a long time, that felt normal.

But as I’ve watched this profession mature, I’ve started to wonder if we’ve outgrown that approach.

Today, organizations are placing greater responsibility on operational leaders than ever before. CEOs are actively searching for strategic partners who can help them scale their companies. Executive teams are relying on COOs and Integrators to drive alignment, strengthen culture, improve communication, and ensure execution happens at every level of the organization. The role has become increasingly influential, yet we still lack a shared understanding of what excellence in the seat actually looks like.

I see the impact of this every day.

Women join our community and ask whether they’re doing enough. They wonder if they’re focusing on the right priorities. They question whether they’re operating at the level expected of someone in their role. These are incredibly talented leaders, yet many of them are trying to evaluate themselves against a standard that doesn’t actually exist.

And that’s not because they lack capability.

It’s because our profession has done an excellent job defining responsibilities, but we haven’t done the same work around defining excellence.

Those are two very different things.

A job description can tell someone what they are responsible for. It cannot tell them what exceptional leadership looks like. It cannot define the skills, mindsets, competencies, and behaviors that separate a good operational leader from a truly extraordinary one.

I believe that’s the conversation our profession is ready to have.

Not because I think every COO, Integrator, or Chief of Staff should look the same. In fact, I believe some of the greatest strengths in our profession come from the unique perspectives and talents each leader brings to the table. But I do believe there is tremendous value in creating greater clarity around what excellence looks like.

Every established profession eventually develops standards. Not to limit people, but to help them grow. Standards create a common language. They create development paths. They help organizations identify, support, and elevate talent. Most importantly, they help professionals understand what is possible and provide a framework for continued growth.

I believe operational leadership deserves the same.

In many ways, I think we’re standing at a pivotal moment in the evolution of this profession. The role has earned its seat at the table. Organizations recognize its value. Leaders are intentionally pursuing these careers. The next step isn’t simply helping more people fill the seat. It’s helping define what it means to truly own it.

That’s a conversation I’m incredibly passionate about because I believe the future of our profession depends on it.

How To Begin Defining Excellence in Your Own Role

One of the best places to start is by taking a step back and reflecting on your current role. Ask yourself what outcomes you are ultimately accountable for, what skills are required to achieve those outcomes, where you are strongest today, and where you still have opportunities to grow. Then ask a more challenging question: How would your CEO, your team, and your peers define excellence in your role?

The answers may reveal gaps, strengths, and opportunities you haven’t considered before.

Call To Action

This week, I encourage you to spend some time reflecting on what excellence means for you. Not what your title says. Not what your job description says. What excellence truly looks like in the seat you occupy today.

Because I believe the future of operational leadership will be shaped by the leaders who are willing to ask that question and help define the answer.

-Kristie Clayton
HERverse Founder
#HERthoughts