Editing Chief operating officer (section)

==Relationship with board of directors==
In addition to having a strong and trusting relationship with the CEO, the COO should also have an effective relationship with the board.<ref name=Miles2007>{{Citation
| title = Making the Most of COOs
| url = http://sloanreview.mit.edu/executive-adviser/articles/2007/6/4969/making-the-most-of-coos/
| date = November 30, 2007
| journal = MIT Sloan Management Review
| last1 = Bennett
| first1 = Nathan
| last2 = Miles
| first2 = Stephen A.
| access-date = 2011-02-08
| url-status = dead
| archive-url = https://web.archive.org/web/20100721012849/http://sloanreview.mit.edu/executive-adviser/articles/2007/6/4969/making-the-most-of-coos/
| archive-date = July 21, 2010
}}</ref> A good relationship between COO and the board allows the board to better understand and independently judge a potential successor. A strong relationship between the board and the COO also offers the board an additional expert opinion on the health of the company, and status of key initiatives. It benefits the CEO to allow such a relationship to form because it reflects confidence and fosters transparency. It also reinforces that the CEO is capable of developing talent, and helps the CEO to retain the COO by further empowering the individual. A strong relationship benefits the COOs in that they are able to expand their experience as well as their professional network. Additionally, if they are looking to be the next CEO, it allows them to develop credibility with the board. Researchers advise the COO to go beyond simply presenting at board meetings, to ensure they are developing strong one-on-one relationships with each board director.<ref name=Miles2007 />  Researchers{{Who|date=May 2014}} also urge the COO to develop his or her own voice, independent of the CEO.