Your Path to CEO
You've been a career and industry warrior your entire career. You have, on paper, what is the essential well-rounded skill set, experience and credentials to qualify as a President or CEO. So, why are you not being considered and why are you not hearing from headhunters or other companies for those opportunities?
A very common question among Senior Leaders today. This question I field frequently, so here are a few of my insights after 30+ years in the Executive Search business that will help you prepare and guide you for that successful transition to President or CEO.
If you are a senior level executive with a non-existent or very unclear pathway to President or CEO, but you aspire to reach that level, there are several strategic options and moves to consider.
First, you need to evaluate your current position & relationships and give an unbiased answer to the following questions:
Clarify your CEO Readiness
Are you missing key CEO skills? Do you need a stepping-stone role before becoming a CEO? What type of CEO role aligns with your strengths? What is your timeframe? Am I working for the right company where that opportunity will exist on my timeline? If not, what type of company will best suit my experience? A large international, mid-market regional, local, private, public, limited partnership, ESOP, founder looking for a successor, PE owned firms and the like. What best aligns with your skills and experience?
Next, you need to prepare so when a viable opportunity surfaces, you are ready. Here are a few insights, preparations and moves you can make starting right now:
Identify 3-5 key attributes or competencies you offer that are essential for a CEO candidate. When asked "why do you want to be CEO or why should you be considered as CEO", have a compelling response by offering your three unique qualities you offer that no other candidate can say. Your "three uniques".
Start participating in panel discussions, podcasts and industry roundtables to raise your visibility. Write LinkedIn posts about leadership or use PR firms to help provide access to opportunities for you to be quoted, interviewed or appear in a symposium or on an expert panel as an advisor, board member or executive coach/mentor internally and externally in the industry or even non-profit. These opportunities are everywhere, in every association and industry.
Pay attention to executive level moves in the industry including retirements and succession planning strategies being deployed in the market. Identify companies where a new potential CEO could have a big impact on a particular company. Set up Google Alerts for leadership changes at competitor or industry firms you respect. Start with companies on the ENR Top 400 list if you are in Construction as an example. Begin connecting with Board Members of every firm in your industry to drive up the awareness of who you are.
Reconnect or connect for the first time with other leaders in the industry (without looking like you are looking for a job). Casually meet with other industry companies where opportunities will eventually surface. Cast a wide net and be proactive and involved. This will bring you into the inner circle and help you become a trusted advisor and option when the time comes. Stay in touch with them and automate if possible as long as it stays personal and relevant.
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Choose one or two recruiters who specialize in your industry who have the right network at the CEO level or a recruiter who specializes in CEO placements. These include firms like Vitality Group as a Construction & Real Estate industry expert and Heidrick & Struggles as a CEO search expert examples. Have a professional bio ready that is CEO focused, however does not look or feel like a traditional resume. A career profile that highlights your track record, achievements and qualifications more oriented for Board level positions. It is much easier to explain to your current employer if it makes it way back to them somehow.
Create a list of statements you can make that will be essential to a CEO role. Having a concise explanation of any and all questions you encounter in the discovery phase handled properly will open more doors for you. P&L impact and leadership philosophy are two examples.
Do you due diligence on the company, team, track record, services, business model and reputation in the industry. Be very careful to protect your current employment situation including not floating a resume until it's absolutely necessary, meet or interview offsite, have all parties sign an NDA are examples to protect your identity as you evaluate career options that surface. It is a small industry and people talk so be overly careful about confidentiality and discretion. Make sure the company, people and position are exactly what you are looking for and suits your strengths so you have the highest likelihood to succeed in the role. Your exit from your current company can be a delicate one, take your time, be professional and do everything possible to maintain your reputation and those relationships.
The key is not looking like you are searching, but instead being "pulled" into CEO level conversations because of your industry expertise and positioning. Limit your digital footprint as much as possible and avoid drastic LinkedIn updates or excessive networking as that may raise awareness or suspicion you might be looking. Slow and steady. Do not let this long term desire impact your short term performance. Each move should be intentional. So begin with making the decision that this is the direction you want to take your career and make moves now to better prepare yourself for that President or CEO opportunity in the future.
In Summary
Positioning yourself for a President or CEO role requires strategic foresight, intentional career moves, and a well-crafted leadership narrative. Rather than waiting for opportunities to come to you, take proactive steps to assess your readiness, refine your value proposition, expand your influence, and discreetly build relationships that place you in the right conversations. By staying in control of your narrative and approaching the transition with precision, you can ensure that when the right opportunity arises, you are not only considered—but chosen.
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