Another successful “Cracking the C-Suite” course is in the books. It was a very enjoyable and full weekend, March 8-9! Ethan Evans and I teach this class only twice per year, with a small cohort of 50.
Getting to know the participants is always a highlight for me, and my favorite way to learn about them is via the Q&A.
I love this two-parter from a senior director: “Do I need to turn all my weaknesses into strengths or just a few? And which are essential to the C-Suite?” This dovetails with what many want to know: “What really sets apart a SVP from a VP?”
The four-course modules — strategic influence, scale culture, develop talent, and executive presence — are the essential C-Suite focus areas. However, there are particular traits within these focus areas that set SVP/CXOs apart from VPs. If these are weaknesses for you, they need to be turned into strengths.
- CLARITY. Be clear in written and oral communications — whether at a 1000-person town hall or in a feedback text to a direct. Speaking skills, especially, have to be tip-top. If you’re clear — and declarative — you consistently re-assure your followers, peers, boss, and Board. Know that declarations are not edicts. That’s why the most successful CXOs can balance declarative statements with wittiness and humor.
- CARING/INSPIRATION. Energy and being upbeat matters. One of the CXOs I work with sends handwritten birthday cards to her directs and skips; I know that seems out of this world. Yet when I talk with her directs, many mention how caring she is and cite the cards as examples.
- CALMNESS. Successful CXOs handle their emotions/anxiety/stress (pick one) in all situations. They are clear-headed and have the credibility to make tough decisions. One of the CXOs I work with is an ultra-marathoner, who comes in handy when he has to lead in crisis. The most successful CXOs are energetic AND calm. It’s not easy to do; that’s why very few get to the top.
- CREATIVITY. There are scads of VPs who are good operators – a given as you rise in an org. However, the VPs who crack the C-Suite are unique thought leaders. They read a lot. They write about what they read. And they talk to customers constantly. Further, they develop new ideas to move their company’s needle. You don’t have to be the Chief Creative Officer in addition to being the whatever-other-CXO you already are; you need to deeply know your industry and how your company fits in it and, better yet, forms it. One of the CXOs I work with is an ex-“Big 5” consultant. His ability to analyze the market/ecosystem and develop new ideas is a cut-above of other executives I have worked with.
