This document provides advice for moving into C-suite leadership roles. It discusses the competencies and traits typically sought for these roles, especially the CEO role, based on statistical analyses. Specific advice is given for resumes, LinkedIn profiles, preparing for recruiter calls, and interviewing in a way that demonstrates general management potential. Key points emphasized include having a variety of relevant experiences, quantifying business impacts, developing a professional network, researching opportunities thoroughly, and being able to discuss career growth and lessons learned.

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Moving to the C-Suite
July 2016
David Finke
Stephanie Fujii
Art Hopkins
Tuck Rickards
Jackie Ross

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Some context: what we do
Leadership
Advice
And Insights

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What we look for: sample C-suite experience and competencies
Less Important Critical
Relevant Domain Experience
Relevant Functional Experience
GM/P&L
Strong Growth Orientation
Agile/Nimble/Entrepreneurial
Visionary/Innovative/Thought
Leader
Operational/Execution Oriented
Commercial
Strong Communication Skills
Culture Fit

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And how this translates to CEO level roles
CEO essence (statistically significant differences of highest magnitude)
5.4
6.6
Embrace the right risks
Capitalize on opportunities
Competitive • Self-assured
Achievement-oriented
Emotionally stable • Calm
Strong in their convictions
6.0
6.5
INITIATIVE
Independent thinking
Open to change • Imaginative
Innovative • Conceptual thinker
5.0
5.5
INFERENCE
Forward-thinking
Free from worry • Optimistic
Lively • Seek varied activities
5.7
6.1
INFERENCE
Visualize the future
Forward-thinking, forward action
Original thinkers
Curious, develop a unique point of view
Driven and resilient
Ambitious, intrepid, resilient
Inclusive • Read others effectively
Team-oriented • Rely on others
Warm • Trusting
Enjoy others’ company
5.2
5.6
INFLUENCE
Forthright • Outgoing
Socially confident
Enjoy selling • Expressive
5.7
6.3
INFLUENCE
Thick-skinned • Express opinions
Utilitarian • Take the lead
Assertive
6.4
6.8
INFLUENCE
Catalyze others
Set the agenda
Send clear messages
Communicative and open
Team builders
High EQ; read, engage, and organize others
Six other groups of traits also distinguish CEOs from their executive peers on a statistically significant basis:
INITIATIVE
Senior Executive Average (1–10 scale) CEO Average (1–10 scale)

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What this means for your CV and LinkedIn profile: best practices
 1-3 line summary of relevant domain, functional and GM experience can be helpful – know your value
proposition relative to the market
 Use a well organized resume format (e.g. HBS template) summarizing the company (with description and
basic metrics if needed), role and success metrics
 A “portfolio” of different experiences – across industries, functions can help show well rounded GM and
leadership potential
 Describe overall contributions to the business and how it performed – speak as an owner of the
business
 LinkedIn profile should reflect full chronology of CV – join relevant groups and associations and get
thought leadership perspectives online – even if just sharing relevant industry pieces
 Don’t be perceived as a “hopper” – you need to show trajectory and impact – work to group and explain
short stints caused by strategic exits etc.
 Get involved with industry associations, non profit boards, standards committees early – great learning
experience and shows leadership and governance potential
 Product management is the new “Brand Management” – i.e. product and platform experience in a digital
company is viewed as “academy” learning experience with a broad 360 remit and impact on the business
– much as P&G brand roles were viewed as great GM grooming roles in the 80s and 90s.

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Call and respond
 What is executive search, retained search and exclusive search?
 Why/when should you take a call? What are the motivations of the recruiter on the other end of the
line?
 What uncomfortable questions should you be prepared to answer?
 What piqued your interest about this?
 What relevant experience do you have for this?
 Why are you thinking about leaving? Why did you leave? Were you fired?
 What is your current compensation?
 Who do you report to? Who are your peers? What is the org structure?
 Are you open to relocation?
 What is the worst thing I would hear about you?
 Who would be your best references?

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Interviewing like a GM
 While you have one resume you should have a “cover letter” in mind for each opportunity – how does
this role fit with your overall career goals, search strategy, capabilities and interests
 Do your research – know the company, organization and find common connections if you can
 Be prepared to do a very tight chronology of your background – explaining transitions and major
accomplishments
 Expect a competency based interview – be prepared to have stories that show how you work, and that
point to leadership and GM potential
 Many companies value both entrepreneurial/growth experience and larger company experience with
scope and complexity. Speak to both if you can – shows versatility and ability to scale
 Develop mentors and sponsors who can serve as references – be prepared to share these real time for
big opportunities
 Be real – be able to articulate development areas, career mistakes and lessons learned
 Be hungry – have passion, ambitious goals
 Be collaborative and a team player – this also speaks to leadership potential
 Be prepared for tough questions: why did you leave? were you fired? current compensation? will you
relocate? what is the worst thing I would hear about you?