What are the most effective ways to prepare a leader for a CEO or board role?

The most important fact when preparing for a CEO role is that “what got you here won’t get you there” (M Goldsmith). Being a CEO is not about having all the answers, it’s about helping your team members grow, and getting out of their way. As the saying goes, “the neck of the bottle is at the top”. This is very different from what was expected of you as an expert in precious roles, whether you rose from manufacturing, sales or marketing. People skills are central to the CEO role, so if you are not comfortable being a servant leader, you are in for a bumpy ride, or you may choose to stay an expert, which is by no means shameful. In short, going for a CEO role should not be about the title or the perks, it should be about the purpose.

The most appropriate way to assist is to have had great mentors and have made mistakes you learned from. Also, have a great team that supports you and you support them. No one can be a great CEO without a great team.

First, define what capabilities are most critical for a CEO / board role in a specific organization. Pick the most appropriate leadership assessment and internal feedback to identify gap between potential successors and the CEO role. This gap can largely be filled through 'learning from experience' 70% + 'learning from others' 20% and 'structured learning' 10% more or less. Provide the right experience to the identified candidate/s in the form of placements, secondments, stretch assignment. Coaching in most instances helps. Continuous feedback and self-reflection moments are key enablers. Exposure to stakeholders and topics they are required to deal with as a CEO / board is also equally important. Take calculated risks. No one is perfect.

Nobody knows you better than you yourself. A lot of hard work, preparation for years, perseverance, working on yourself, acquiring skills, confidence building, etc. go into being CEO ready. When you believe you are ready, you are. Guidance is very important i.e. tools, mentors, coaches, sponsors, networking.... Go for it if you believe you are CEO material. Only you know yourself the best.

It's crucial for aspiring leaders to understand what the CEO job entails and assess their own motivations for wanting the role. Make sure that the motivation is aligned with the responsibilities and challenges of the role. Aspiring leaders should aim to expand their understanding of the company and its industry, setting directions and making improvements in their current capacity. An objective assessment of one's capabilities against what the CEO role demands is essential, which includes recognizing areas of strength and identifying gaps that need to be filled. Engaging with mentors, seeking new experiences, and gaining a broad understanding of the business are ways to round out necessary skills.

It’s lonely at the top. Information that’s confidential to share, risky and unpopular decisions to be made, trusted confidants are few. Having a coach who understands you, looks out for your best interest and whom you can speak to freely takes a huge weight off a lonely CEO.

I've found that the right mentor or coach acts as a catalyst for executive growth, especially during leadership transitions. A mentor with a background in IT and strategic business, similar to mine, can offer invaluable insights into managing complex projects and navigating high-stake sales strategies. They can also impart lessons on leveraging Agile methodologies and SAP products effectively within an executive role. Moreover, a coach with a strong network can facilitate connections with key decision-makers, further accelerating a leader's development and influence in their new position.

Finding a Coach/Mentor: Most importantly, everyone needs a coach, yet the paradox lies in people not fully understanding this need. However, in day-to-day conversations, many express sentiments such as "If only someone had told me how to do it" or "If only someone had listened to me." A good coach: Is a good listener. Helps you find solutions by encouraging exploration with questions like "What more? What more? What more?" Encourages you. Helps mend you. Requires you to believe in them.

Having a mentor is something non-negotiable even when you are the best in what you do. They would help you fine tune yourself. This is always a long term partnership enriching both of you.

Identify an advisor who can bring three things to the table no matter the industry: an understanding of the macro environment, insights relative to who you are (and aren’t) as a leader, and someone who is willing to tell you things other people won’t have the courage to say. Avoid the flash: regurgitated, antiquated and repurposed models, lack of experience wrapped up in elegant marketing techniques and certifications, and those who don’t practice what they preach as evidenced by the feedback of people who have worked for them.

Very crucial & imperative, though personally this is the toughest for me. Today's world is all about networking and connects. Most of the placements are because of networking / socializing, and not your background, experience, and credentials alone. Hence, get going on your networking full speed for whatever the role be, but specially senior roles.

In my experience as an IT Executive, I've found that building a network is not just about expanding contacts, but about fostering deep, strategic relationships. By engaging with CIOs and CFOs, I've leveraged my expertise in sales and project management to influence and drive decisions. Effective networking means consistently providing value, sharing insights, and being a reliable thought partner. This approach has been instrumental in persuading stakeholders to align with my vision and strategy, ultimately leading to successful project outcomes and sustained business growth.

Embrace transparency and authenticity in your communication. As a CEO or board member, trust and credibility are paramount in building and maintaining relationships with stakeholders. Therefore, strive to communicate openly and honestly, even when addressing difficult or sensitive topics. Transparency fosters trust and demonstrates integrity, which are essential for garnering support and loyalty from stakeholders. Additionally, authenticity allows others to connect with you on a deeper level, leading to stronger, more meaningful relationships. By being genuine and forthcoming in your communication, you can inspire confidence and build a reputation as a trustworthy and credible leader.

Nowadays success mainly depends on how successful we interact with partners, customers, clients, colleagues and friends. Give or share your time and resources to help above-mentioned and it will build your strong network of relationships. From my perspective the most valuable networking comes from “generosity” and “openness” . It is about finding ways to make those who are around successful and they will stay part of your networking for a long time .

It is crucial to network and influence in modern times for business as the world have evolved to a collaborative market. However, it is difficult to maintain great relationship with all the stakeholders as it will come to a time where you will be burnout and exhausted through all the network. Therefore, it is important that one should be genuine to themselves when it comes to network, as it is the only way that people will retain the same impression throughout even after burning out.

I was at the 10-year point in my career as a Naval Officer in nuclear submarines. My entire career had been very "nuclear intensive" in the Engineering department of two subs and a tour training young nuclear operators. My next assignment choices were: 1) conducting periodic reactor safety examinations on nuclear powered ships, or 2) Congressional liaison in Washington for Navy R&D programs. No-brainer, right? Continue with my nuclear expertise, of course! When I talked to my dad about my next assignment (as I usually did), he listened quietly and then said something that changed the trajectory of my career: "Son, never mistake 20 years of experience with one year of experience 20 times." Moral: There is no substitute for varied experience.

Would you enjoy conversing with a leader, specially CEO, who isn't able to chat about literally anything under the sun? In today's super smart / gen Z etc world, it is more than crucial to be well read, aware, versatile to chat about everything from music to politics to spirituality. I learn the most from people, more than newspapers or gadgets! For me, people are the biggest source of knowledge & energy, way more than newspapers or tv. A leader never stops learning....

There are a lot of factors that are going to come into play regarding who a company hires for the top job. I have hired for CEO, CFO and COO, as well as heads of major departments, and the criteria can vary dramatically. However, I have always seen each of these three factors considered: 1 – Bottom line impact/ Have examples for year over year and for different types of market and business conditions. 2 – Executive Presence/ When you have the top job, you’re going to be out in front talking to key clients, talking to the board, potentially talking to the media. 3 – Strategic Vision / This is both qualitative and quantitative — how are you going to move the company through whatever line of responsibility you have?

In my experience coaching new CEOs, operating in the present for those first 100 days will be critical. We work on suspending prejudgments and investing more energy into: 1) recognizing what’s happening now, 2) Listening carefully from the CEO position, and 3) asking better questions and managing meetings to draw out voices that improve your thinking. It’s about leveraging the resources around you so that you have a solid understanding of the here and now. Only then do we work on rising above the competing perspectives (what R. Martin calls integrative thinking). Too often new CEOs describe feeling caught between competing views/camps. They must immerse themselves in that present in order to recognize the tension and rise above it to lead.

To prepare for a CEO or board role, it's crucial to work upon yourself particularly in the following dimensions: 1. Know Your Work: Master the basics of your role to build a solid foundation. 2. Connect with People: Engage with colleagues at all levels to understand the organization's operations and culture. 3. Experience Ground Realities: Spend time on the front lines to grasp practical day-to-day issues. 4. Learn Externally: Read books, take courses, and participate in industry forums to gain broader insights. 5. Understand Your Values: Align your personal values and aspirations with the organization's goals to stay motivated and committed. By integrating these elements, you can set yourself on the way to evolve and lead effectively.

My view is contrary and potentially unpopular with current thinking. All the ‘behaviours’ mentioned in developing your executive presence don’t take into account what mindset they were driven from. We develop presence with others to the degree we are truly seeing others as people. Do others feel that the leaders behaviours and decisions are focused on helping others or are they about promoting self and one’s own agenda. There are leaders who are loved, where their team will run through walls for them, because the leader truly sees beyond their own objectives. This statement of developing your executive presence feels flawed as it encourages ‘self orientated’ leadership

Do you really want to be a CXO? First convince yourself more than the world. It is imperative that your actions and words portray your Executive presence. Compassion, empathy, listening & understanding skills, observing heartily, etc go a long way. You need advocates too (unfortunately very true that we always need others to speak good about us, and sell us). Being yourself is very key for me; you cannot pretend to be picture perfect for long.... Authenticity is vital.

I have a little different opinion here. Just one level below, one will be quite aware of these basics. And in fact these are the visible areas because of which getting identified for the role may have become possible.. I am more concerned when young entrepreneurs inherit business. Of course they will have to undergo all kinds of interventions. Training and coaching would work here.. Be authentic, be original, have your own charisma and play with it..

In my experience as an executive coach, focusing solely on developing 'executive presence' can often backfire, creating inauthentic individuals with overly formal, cookie-cutter behaviors. Instead, I find far more value in cultivating situational awareness, self-awareness, and an understanding of personal biases. This allows leaders to navigate complex situations with authenticity, adapt to different contexts, and make informed decisions based on a deeper understanding of themselves and their surroundings.

The first CEO role is a huge transition, and it is valuable to have a safe, confidential space to explore, reflect and evolve. In the first year, I typically leverage and build on the CEOs natural strengths and on his or her day-to-day executive presence as the CEO. I work with my clients on transitioning from “leading leaders” into leading the organization and it’s ecosystem. We work on building a strong leadership alliance with the executive team –and building a successful leadership alliance with the board. We focus on creating a conscious, intentional culture so that everyone is aligned and can work towards the vision and business goals.

Once you become the CEO, the first 100 days are your biggest opportunity and challenge. It's a time of almost forensic exploration - meeting people, delving into the organisation's key issues, getting a feel for what's happening and making sense of things. It's a great time to conduct informal face-to-face conversations with people across the organisation. Here's 7 questions you could try: 1. What do you want to keep? 2. What do you want to change? 3. What do you want me to do? 4. What are you afraid I will do? 5. What do you want to ask me, that you can’t or won’t when we are in public? 6. What would you like to be able to rely on me for? 7. What one piece of advice would you give me right now?

I would stress on back to basics.training, training, training! Training on corporate governance and strategic leadership .....once the basic is understood go on to exposures and actual case study trainings and simulations!

The journey to be a CEO starts way ahead before you become one. Obviously, one key consideration is the ability to drive for results. Get coaching and mentoring guidance earlier when you are already a business head. Establish a clear strategic roadmap that includes advanced management and leadership learning, leadership assessment, communication skills, executive presence, industry leadership, market insights, and what a good CEO should be. Work on communication skills more. What and how you said matters more than ever. The CEO role is more than business or strategy. Your past approaches may need adaption for success. The CEO's agenda concerns the organization's future, culture, vision, leadership, ecosystem, and stakeholders' relationship.