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re: How did most C-Suite Execs get to that position?
Posted on 5/15/24 at 7:41 am to lynxcat
Posted on 5/15/24 at 7:41 am to lynxcat
quote:
You have to get to the middle management roles rapidly early in your career. If you don’t, then you “age out” of achieving the top level jobs.
This is very important. It is also good life advice for everyone on this board.
Many people in the prime of their careers don't take advantage of every opportunity. They turn down promotions, or opportunities to elevate with other companies, because they choose to be comfortable instead of taking some risk. They choose the company they already know, they choose the shorter commute or they choose not to relocate so they can live close to mommy.
You need to do EVERYTHING you can to aggressively move up in your early career. Not only is this the path to a potential V or C level role, but if you choose the comfortable path, you will find yourself in your mid to late 40s in a position that should be occupied by some in their late 20s/early 30s. You will have a mortgage, kids in college and a wife who isn't working, and after you get laid-off and can't find a well-paying fulltime job, you will find yourself calling recruiters and begging for a low-level temp position. It is sad, but unfortunately, it is the path for many of you (you just don't know it yet).
0
Posted on 5/15/24 at 7:43 am to DiamondDog
Grow a goatee to hide the stretch marks.
Posted on 5/15/24 at 7:47 am to DiamondDog
quote:
others I can't really figure out how they got to the executive positions.
You ever sucked a dick?
Posted on 5/15/24 at 8:08 am to concrete_tiger
quote:
Enough $$ to live comfortably, but not so high that you would rank as fat to cut during a layoff.
Important enough to have value day to day, but not so important as to have to deal with after-hours texts and constant tethering to execs.
No direct reports to deal with if your company has a tedious goals/review process.
Can confirm - do enjoy.
Posted on 5/15/24 at 8:16 am to DiamondDog
I work with Fortune 100 C-suite people a lot. A whole lot. And I've thought about this a lot. A whole lot.
I'd say 90% of the ones in non-family run companies are very intelligent, but that doesn't explain it. They can also distill a lot of information and pull up to make a high level decision quickly. That also doesn't explain it all. Most of them worked hard enough as a younger person that their family was put on the backburner and most of them play the political game very well (which includes figurative cocksucking). Lastly, all of them had some big luck - such as great mentors or previous leaders that pulled them up or just right place at right time for a vacancy that catapulted them into that role.
Only things you can control if you want that:
- Lay out a general path that gives you the skills, experience, and executive exposure needed and work towards that path
- Work hard
- Always be thinking about politics in the office and how not to ruffle the wrong feathers
- Fight for promotions when you feel appropriate
I'd say 90% of the ones in non-family run companies are very intelligent, but that doesn't explain it. They can also distill a lot of information and pull up to make a high level decision quickly. That also doesn't explain it all. Most of them worked hard enough as a younger person that their family was put on the backburner and most of them play the political game very well (which includes figurative cocksucking). Lastly, all of them had some big luck - such as great mentors or previous leaders that pulled them up or just right place at right time for a vacancy that catapulted them into that role.
Only things you can control if you want that:
- Lay out a general path that gives you the skills, experience, and executive exposure needed and work towards that path
- Work hard
- Always be thinking about politics in the office and how not to ruffle the wrong feathers
- Fight for promotions when you feel appropriate
This post was edited on 5/15/24 at 8:20 am
Posted on 5/15/24 at 8:38 am to DiamondDog
This is the first forum I go to for career advice. Everybody here is winning at life.
Posted on 5/15/24 at 9:16 am to DiamondDog
I'm a division director (french fries), so most of my daily interactions, internal and external, involve the executive team.
Confidence, ability to communicate, and loyalty to the company/mission are the most common traits I observe in this group of individuals. Competence matters, but not as much as you'd think.
Many people assume that being the most knowledgeable person in a particular area will propel them to the top, but that rarely happens. A confident person who doesn't know half the things you do can go into a room and make you feel stupid.
The folks who always say "yes" to a task they've been given usually do well in Fortune 500-type atmospheres. "I need you to work the weekend to get me those figures," "I need you to lay off 20 people tomorrow", "I need you to give this presentation for me; it starts in an hour," etc. The folks looking for work/life balance will miss the top. A woman in our company missed her son's graduation to attend a strategy session retreat with some of the executive team—disgusting behavior.
Confidence, ability to communicate, and loyalty to the company/mission are the most common traits I observe in this group of individuals. Competence matters, but not as much as you'd think.
Many people assume that being the most knowledgeable person in a particular area will propel them to the top, but that rarely happens. A confident person who doesn't know half the things you do can go into a room and make you feel stupid.
The folks who always say "yes" to a task they've been given usually do well in Fortune 500-type atmospheres. "I need you to work the weekend to get me those figures," "I need you to lay off 20 people tomorrow", "I need you to give this presentation for me; it starts in an hour," etc. The folks looking for work/life balance will miss the top. A woman in our company missed her son's graduation to attend a strategy session retreat with some of the executive team—disgusting behavior.
Posted on 5/15/24 at 9:39 am to DiamondDog
Failing up is a thing. If you are going to screw up, do it big.
Posted on 5/15/24 at 9:48 am to DiamondDog
narcissism and borderline personality disorders......
Posted on 5/15/24 at 9:57 am to DiamondDog
quote:
That's nearly impossible. I've never seen one guy in their early 30s in a regional/global role beyond corporate office. Most of those guys are Sr. Managers and 40ish at absolute best.
To be more specific, I'll define 'middle management' as Director (sometimes Sr Director depending on org design). It is absolutely achievable to hit those levels in early 30s.
Posted on 5/15/24 at 10:05 am to DiamondDog
I'll preface this with the fact that I have been extremely fortunate and blessed with the opportunities I've had. I met the President of my current company at a July 4th pool party and he told me to call him the following Monday for an interview. I didn't earn that, I just happened to be in the right place at the right time. What I was in control of, however, is what I did with the opportunity once it presented itself.
I don't work in the F500 space, our company is ~$800M so take that for what it's worth. But I parlayed that pool party introduction into becoming the youngest SVP in the history of our company, in an industry I'd never worked in, at 32. I also have been unbelievably lucky to have the best CEO on Earth who was willing to listen to my questions and teach me the industry. I think the one thing I figured out was, when there's a problem, you don't just speak up and say "hey, we have a problem". Sure, it's nice to have someone notice we have an issue but the people who grow and impact organizations are the ones who identify the problem and also offer the solution.
I mentioned this in another thread previously, but the main things I've noticed are that the best leaders are those who listen. They know they're not the smartest person in every room they walk into, but they are the best at finding those smart people and allowing them the freedom to do their job within the company's (and applicable regulatory) parameters. It doesn't make sense to hire smart people and tell them what to do. Great leaders are not those who have the most acronyms on their resume; great leaders are those who are analytical on a global level and are decisive with the most up-to-date information they have.
Lastly, there are generally two types of employees; "How" employees, and "Why" employees. The ones who know how to do something generally make it to middle-management because of tenure and cap out. These are the employees who, when something breaks down, uses the excuse of "well, that's the way it's always been done". The why employees, are the ones who understand the domino effect of a screw up and are able to fix it before, or after, because they understand why it happened, and how to adjust accordingly. These are the types of employees who grow into Exec-level positions.
I don't work in the F500 space, our company is ~$800M so take that for what it's worth. But I parlayed that pool party introduction into becoming the youngest SVP in the history of our company, in an industry I'd never worked in, at 32. I also have been unbelievably lucky to have the best CEO on Earth who was willing to listen to my questions and teach me the industry. I think the one thing I figured out was, when there's a problem, you don't just speak up and say "hey, we have a problem". Sure, it's nice to have someone notice we have an issue but the people who grow and impact organizations are the ones who identify the problem and also offer the solution.
I mentioned this in another thread previously, but the main things I've noticed are that the best leaders are those who listen. They know they're not the smartest person in every room they walk into, but they are the best at finding those smart people and allowing them the freedom to do their job within the company's (and applicable regulatory) parameters. It doesn't make sense to hire smart people and tell them what to do. Great leaders are not those who have the most acronyms on their resume; great leaders are those who are analytical on a global level and are decisive with the most up-to-date information they have.
Lastly, there are generally two types of employees; "How" employees, and "Why" employees. The ones who know how to do something generally make it to middle-management because of tenure and cap out. These are the employees who, when something breaks down, uses the excuse of "well, that's the way it's always been done". The why employees, are the ones who understand the domino effect of a screw up and are able to fix it before, or after, because they understand why it happened, and how to adjust accordingly. These are the types of employees who grow into Exec-level positions.
Posted on 5/15/24 at 10:23 am to DiamondDog
quote:
Upside Down because every time a public facing project tanked he was involved with, he always seemed to get promoted. Borderline uncanny the way they explained it.
Failing upward. I still haven't figured out how to do this.
It seems to be very common in big tech. But it's also a big trend among the well connected in the public sector.
quote:
I'm starting to think it's just right place at right time.
Yep. Networking helps. Which means you have to commit yourself to work and select your projects carefully. Or make sure the people leading your company know what they are doing.
quote:
Owning my own business doesn't seem like it will ever happen, so I'm starting to look at my career the next 25-30 years and determine my path.
I would try to find alternative ways to earn income. Maybe a side hustle or a small business. Cut spending and significantly to build your net worth - try to find ways to boost your savings that are not tax deferred. And when you find yourself still doing grunt work for the special, shiny but incompetent people in your 50s.....you have more options.
Posted on 5/15/24 at 10:24 am to Mor Miles
quote:
Failing up is a thing. If you are going to screw up, do it big.
I just don't understand HOW to convert a failure into a promotion.
Posted on 5/15/24 at 11:20 am to skullhawk
quote:A company that would put any employee in this situation sucks, too. Someone on the leadership team should have told her to skip and that it would look badly on her if she did not attend her son's graduation.
A woman in our company missed her son's graduation to attend a strategy session retreat with some of the executive team—disgusting behavior.
Posted on 5/15/24 at 11:52 am to skullhawk
quote:
Confidence, ability to communicate, and loyalty to the company/mission are the most common traits I observe in this group of individuals. Competence matters, but not as much as you'd think.
100%
Of those traits, loyalty to the company is the most important to getting promoted, and competence is the least essential trait.
Posted on 5/15/24 at 11:54 am to BenDover
quote:
I mentioned this in another thread previously, but the main things I've noticed are that the best leaders are those who listen. They know they're not the smartest person in every room they walk into, but they are the best at finding those smart people and allowing them the freedom to do their job within the company's (and applicable regulatory) parameters.
Yes
But I don't think that's the profile of someone who gets promoted. Companies don't select for that.
Posted on 5/15/24 at 12:07 pm to skullhawk
quote:
Many people assume that being the most knowledgeable person in a particular area will propel them to the top, but that rarely happens. A confident person who doesn't know half the things you do can go into a room and make you feel stupid.
Yep. I am a director and our SVP couldn't do any of our jobs if required, but that's not their job. This person is adept at the politics and gaming of the situation, but it also helps they were brought in by leadership.
I am 100% confident I could do their job, but I am 100% positive I don't want that job. I previously reported directly to exec and it was a 24 hour job, it sucked. This person is a nice buffer.
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