Podcast Summary

Podcast: Second in Command: The Chief Behind the Chief with Cameron Herold
Episode: Ep. 544 – ForAfrika COO Jim Lutzweiler — Game-Changing Habits Every Top COO Uses Now
Host: Savannah Brewer (on behalf of Cameron Herold)
Guest: Jim Lutzweiler, Chief Operating Officer, ForAfrika
Date: January 13, 2026

Episode Theme & Purpose

This episode explores how top COOs can lead organizations through complex change, solve cross-cultural operational challenges, break down silos, and drive impact, especially in the nonprofit and international development sector. Jim Lutzweiler shares hard-earned lessons from his 25+ years of global experience—including actionable habits for building strong teams, managing change, and aligning around bold missions.

Guest Background ([02:21])

• Early Inspiration: Jim’s career began in the Peace Corps, living in rural Ghana, which shaped his understanding of poverty, culture, and development.

  “I learned a heck of a lot more than I contributed. At least at that point in my life. So that was a great experience … it really changed my life.” — Jim [02:44]

• Professional Journey:
  • Lived and worked extensively across Africa: Nigeria, Cameroon, Malawi, South Africa, Zambia, South Sudan.
  • Time in the private sector (PepsiCo), national nonprofits (AARP Foundation), and as a problem-solver parachuted into organizations.
  • Joined ForAfrika (formerly JAM) twice; initially building out US government program funding, later returning as Chief Revenue Officer and then COO.
  • Helped navigate the pivot from US and European funding streams in a rapidly changing donor/government landscape.

ForAfrika's Mission & Challenges ([09:18])

• ForAfrika Overview:
  • Rebranded from JAM, run by the founders’ son as CEO.
  • Largest focus on unlocking Africa’s resources for development, with a presence in 8 countries and partnerships with the World Food Program, UNICEF, and others.
  • Shifted away from a reliance on USAID and US funding after recent global aid cuts.
  • Main challenge: Diversify revenue streams and future-proof the model.

“The net impact [of cuts] was governments are taking their cue from the US. … The level and impact that the changes had within the US Government were globally felt. It was magnanimous.” — Jim [12:15]

Organizational Structure ([14:17])

• Executive team: 6 plus the CEO;
• Senior management: ~30, spread across 8 countries;
• Headquarters is now fully remote (“Our HQ is on Teams”).

Habits & Principles of Effective COOs

1. Visionary Team-Building ([15:33])

• Jim sees hiring as “the masterstroke of any successful executive, let alone COO.”
• Looks for optimally diverse teams where “every part has its function” (BMW engine analogy).
• Fit and chemistry matter more than titles—each member must “optimize their unique contribution.”

Notable quote:

“If you don’t have people that can execute and understand how to be a team player within that environment, it’s not going to work. … Ultimately you can't be one person doing anything, or two people, particularly if you want your organization to scale at impact.” — Jim [17:49]

2. Detecting Silos & Root Causes ([22:38–23:36])

• Uses a “no surprises” policy to surface issues before they escalate.
• Expects transparency from direct reports; “Don’t spin me up anything … just the facts.”
• Proactively asks execs to think beyond immediate functions and anticipate impacts on the broader organization.
• Success depends on sharing both bad and good news: “No one’s going to promote you better than you, particularly if you want people to know about what’s going on in your business unit.” — Jim [24:53]

3. Information Flow, Meeting Cadence, and KPIs ([30:21])

• Organization uses the Entrepreneurial Operating System (EOS):
  • Weekly “integrator” meetings led by Jim, following a standard scorecard agenda.
  • Focus on what will happen in the next 60-90 days—pivoting from reporting the past to forecasting the future.
  • Priority on execution, risk management, and getting execs “out of the gears and into the cabin of the ship.”
• Quarterly in-person leadership offsites are “game-changers” for building trust and surfacing hidden issues.
• In-person is irreplaceable:

  “There’s a social dimension and interaction to solving problems … you can’t get [that] through the flat screen. … That’s where trust is built, to be honest.” — Jim [37:32]

4. Change Management and Accountability ([41:06])

• Common Problems When Brought In:
  1. Wrong people in the wrong seats.
  2. Passive or active resistance to new strategic direction.
  3. Lack of actionable planning and weak accountability.
  4. Leadership teams reluctant to hold others accountable due to friendships or kindness.
• Advocate for being “directionally correct”— prioritize 80% speed and adaptability over perfectionism.
• The real test is “absorption” of change throughout the org, not just “having a great vision.”

Notable quote:

“People in leadership positions who are not able to produce a plan are the wrong people. … I’m an 80% guy. The time it takes to get that last 20% of precision is not worth it almost nine times out of ten.” — Jim [44:00]

Navigating Mission-Driven Cultures ([46:12])

• In the nonprofit/NGO world, there’s a “deeper” emotional component; managers may be more reluctant to let underperformers go.
• Mission passion is vital, but “how” the mission is achieved often evolves—leadership must manage for adaptability.
• ForAfrika’s scale-up vision depends on attracting those who can embrace both the “heart” and operational rigor.

COO–CEO Dynamics ([52:50])

• Jim emphasizes trust and candor:

  “Our level of truthfulness to each other is about as high as it can be. … Any COO should [be honest], no matter who the boss is.” — Jim [53:13]

• COO’s job is to partner, challenge, and operationalize the CEO’s vision, but always bringing “a case”—the facts, logic, and clear reasoning.
• Sees himself as a born second-in-command, motivated by helping realize others’ big visions.

Game-Changing COO Habits

• Straight Talk: Facts first, avoid “spin,” and demand candor.
• No Surprises: Proactively surface issues and teach teams to do the same.
• Focus on Fit: Hire and empower teams where unique skills and chemistry combine.
• Silo-Busting: Facilitate transparent communication across units.
• Manage Up & Down: Translate vision into action, hold others accountable, but preserve inspiration and mission alignment.
• Quarterly In-Persons: Build bonds, detect trust issues, and solve problems face-to-face.

Notable Quotes

• “I’m a chronic serial problem solver. … I saw problems and challenges everywhere. … Why does that happen? You start peeling that onion and you realize just how complex these societies are.” — Jim [05:34]
• “No matter how intuitive, sometimes you get [hiring] wrong, and that's OK. But if I take credit for anything, it’s that I hired the right people—and that engagement, that combination of folks, was the right solution.” — Jim [41:32]
• On ineffective leadership: "People who were in positions before I got there didn’t know how to hold other people accountable. It’s like they wanted to be their friend." — Jim [45:30]
• “Visionaries tend to not ever meet an idea they don’t like. … That’s what I love about this role—you get to go on that journey with visionaries.” — Jim [54:22]

Key Timestamps

• Jim’s origin story / life-changing Peace Corps experience: [02:21–05:08]
• What drew Jim to Africa and long-term global work: [05:28–07:40]
• ForAfrika’s history, pivot, and funding challenge: [09:18–14:17]
• Team building, hiring, and the BMW engine model: [15:33–22:38]
• Silo-busting, no-surprises, and information sharing: [22:38–28:12]
• Communicating and managing up for forward momentum: [30:21–35:17]
• Quarterly in-person leadership offsites & building real trust: [36:47–40:07]
• Change management and right seats/wrong seats: [41:06–46:12]
• Mission-driven orgs and scaling challenges: [46:52–51:34]
• Balancing COO/CEO dynamic with big vision: [52:50–56:48]
• Most excited about seeing execution come together: [57:12–58:35]

Reach Out / Get Involved

• Contact Jim: j.lutzweiler@4afrika.org (with a “K” – South African spelling)
• ForAfrika website: https://www.forafrika.org

This episode is a must-listen for anyone leading through complexity, building multi-cultural teams, or grappling with scaling high-mission organizations. Jim’s candid, principle-driven advice is widely applicable both inside and outside the nonprofit sector.