Is there enough C in the CxO?

Reading this blueprint for a CFO transitioning to a CEO role by Korn Ferry chief Gary Burnison, I asked myself the question: But what about the functional chief, the CxO level itself? What goes into the making of a successful Chief Marketing Officer, a Chief Finance Officer, or (say) the Head of Supply Chain?

The x (denoting functional expertise) in CxO could be a differentiator - but can it be seen as a sufficient ingredient for success? I believe that the C (denoting leadership) has a crucial role to play. Over a variety of HR roles in my career, I have had the chance to work for and alongside a number of very effective and successful CxO's.  I learnt the following from them:

1. The CxO should be able to create and propagate a purpose for the function. This is a necessary condition for success. Professionals across contexts are keen to know how what they do as individuals contributes to the success of the company. Purpose drives results because it positively influences employee effort.

There are three aspects for the CxO to address here:

• Creating and using a shared vocabulary - this builds bridges and creates excitement. Buzzwords can be positive catalysts!
• Consistent story-telling - this keeps things moving and prevents dissonance. Successful CxO's actively look for story-telling opportunities.
• Engaging implementation, which appeals to each employee as an individual. Effective CxOs own and lead this part. They don't delegate it to HR or Communications.

2. The CxO should consider behaviours to be as important as outcomes. The means have to be as important as the end. Over a period of time, behaviours that are seen as acceptable in a function, become its culture.

Successful CxOs do two key things to develop a positive culture:

• They role-model: by living, every day, the behaviours they want to see in their people.
• They use carrot and stick: by celebrating and recognising positive behaviours, and discouraging and punishing negative ones.

3.  The CxO should proactively collaborate with other CxOs. This is not about 'token teamwork'. This is about putting a portion of their function's resources at risk for the greater good of the company.

Whether it is the launch of a new product, or a major cost-cutting exercise, organizations deliver sustainable success when a number of functions come together at the CxO level. Successful CxOs like it when their people work with colleagues from other functions to create opportunities for success. They dislike silos. They invest as much in their relationships with other CxOs as they do in their relationship with the CEO.

CxOs are more than just the best technical people in the organization. Their organization and their people expect much more from them. Successful CxOs recognize that, and act accordingly.