Have you ever wondered what does it take to get to the C-suite?
And once you are there, what does it take to be successful?
Well, if you're ambitious and one of your lifelong dreams is to get to
the C-suite, then I'm gonna be sharing with you five most important
skills on how to get there and be successful.
But some of us are not interested in becoming C-Suite.
And if that's you, then these five important important skills are to
help you to understand your C-Suite executives, how to communicate
with them and understand more of what they do.
And let's say that you're on the fence.
You're not sure if C-suite is right for you and you're not sure if you
want to ascend into the C-suite, then this video will provide you with
more clarification.
So let's go.
Skill number one is stakeholder engagement and collaboration.
And this is most importantly to understand what are the expectations
of my stakeholders?
And of course there are both internal and external stakeholders, but
what are their expectations?
Because once you understand their expectations, it's about how do I
communicate their expectations to all layers of management beneath me?
And sometimes the people that I'm needing to explain and to articulate
their expectations, I do not directly manage, but they may be several
layers of management beneath me or dotted line management as well
across and beneath.
How do I articulate those expectations?
And based on my understanding of those expectations, how then do I
identify risks and manage risks as well based on stakeholder
expectations?
And most importantly, the other element of managing stakeholder
engagement and collaboration is to understand how do we drive
corporate responsibility based on those expectations and report back
to the stakeholders so that they are able to identify what's the
progress that we're making towards our fiscal responsibilities?
And more importantly, what are some potential bottlenecks, some
potential challenges we might wanna address?
So when the sum of all these activities that I'm summarizing,
summarizing the sum of all these activities is how you build a
trusting community, and more importantly, how you build meaningful
relationships with sustainable fair exchange.
Skill number two is fiscal oversight.
So you guessed it.
It has to do with finances.
Fiscal oversight is nothing more than understanding the fiscal impact
on our company's goals and their projections and their targets as
well.
And more importantly, to understand how, what are the impacts of these
things with respects to our fiscal pro profitability, and can we
sustain that profitability?
So your responsibility as a C-suite is to understand and analyze how
are our current activities going to help our fiscal performance and
the sustainability of that fiscal performance.
Now of course, depending on your specific C level functions, you may
be directly accountable for the fiscal performance of the company.
And more importantly, you may be accountable for the oversight of the
decisions and the activities that are finalized and how that impacts
the fiscal performance of the company.
And more importantly, how sustainable is that profitability.
Skill number three is thought leadership.
Now, thought leadership are, there's two parts to it.
The first part of thought leadership is to be able to raise the
corporate understanding of what do people expect?
And the people include customers, investors, internal and external
stakeholders, high, higher up peers, and so on.
So how do we raise the level of understanding so that we can raise the
level of corporate responsibility at all levels beneath us?
So that is the first part of thought leadership.
Now, the second part of thought leadership is what most people think
about when you think about thought leadership.
And this is nothing more than having a disciplined practice of
innovative thinking.
So it's dedicated time set aside to thinking and innovative thinking
so that you can come up with solutions and how to also sustain the
business functions and how to have fiscal oversight and all of the
things that I shared with you earlier.
So this is nothing more than how to the first part of having that
innovative thinking.
But the second part of it is making sure that how can I express my
thoughts and my ideas in ways that the ideas can be understood and can
be implemented, and that can be over, that can be aligned with the
corporate strategies and the corporate goals.
Skill number four is measuring and reporting.
One of the most important activities for the C-Suite is to develop
ways of measuring and reporting progress, because now at this point,
we know where we're at and we know where we're going in towards in
terms of fiscal oversight, in terms of company strategy and corporate
goals.
But now how do we know how far we've gotten?
How do we know how much farther we have to go as well?
So this is where reporting and measuring is important, and it's also
about how to develop ways to measure that progress and how do we
develop ways to measure a slowing or a speeding up of progress, and
how do we develop those metrics in ways that drive momentum, that
improve, and that inspire momentum as well.
If you're listening to this and you are serious about making your way
into the C-suite and you're serious about developing these skillsets
for yourself, then I invite you to work with me.
Below this in description, there is a link to book a call with a
member of my team, and this is to assess whether or not you're the
right fit and whether we're the right fit for each other, for my
mentorship and inside of my mentorship, I coach and I teach and I
mentor executives who desire and have that ambition to be a part of
that C-suite.
How do we develop these skill sets?
How do we articulate our expertise and how do we develop those
business functions and integrate them into the other skills as well?
So if you're serious about this, then click the link below and I look
forward to seeing you on the inside.
Skill number five is business function specific skills.
Now, depending on the specific business function that you are
overseeing as a C-Suite, this is where the specific skillsets are
required.
For example, you could be Chief Ethics Officer, you could be chief
auditing officer, chief investor relations officer, chief marketing
officer, right?
Or chief human resources officer, and so on.
Now, depending on those specific business function, each business
function has very specific skill sets to exude.
And as you are exuding innovative thinking and thought leadership as
well, understanding the stakeholder expectations, this all wraps up in
your understanding of that business function.
You're driving business, you're driving fiscal oversight, you are
reporting and measuring, you are managing and engaging stakeholder
relationships and collaborations, all of that within your specific
business functions.
So it all integrates together.
So these are the five most important skill sets for C-Suite, and I
wanna hear from you comment below which one is most important for you
to improve and to focus on in the next months to come.
Now, before we get into the C-Suite, you are constantly in
articulation and meetings as well and having touchpoints with the
C-suite.
And one of the most important things to get their attention is to be
able to do presentations and get buy-in in front of the C-suite.
So I have a video where I have created a step-by-step process on how
do you get buy-in from the C-suite executives?
And that video is coming right up next.
I'll see you there.