What have they done to become a corporate executive?
October 13, 2009 5:32 PM Subscribe
What have they done to become a corporate executive?
I am aware that there is no exact path to follow like a cookbook recipe to achieve the results , but I always wondered what some of the executives have done to get there? Any formal or informal qualifications that helps to get there? Real life examples/stories would be good too, trying to get the feel of how one can increase their potential.
I always thought most people at that level have very good articulation and writing skills. People skills, networking are also obvious ones that I can think of. I know getting a Business degree helps but not every MBA degree holder gets to be successful.
Any comments welcome even if you don't have real life experience.
Thank you.
I am aware that there is no exact path to follow like a cookbook recipe to achieve the results , but I always wondered what some of the executives have done to get there? Any formal or informal qualifications that helps to get there? Real life examples/stories would be good too, trying to get the feel of how one can increase their potential.
I always thought most people at that level have very good articulation and writing skills. People skills, networking are also obvious ones that I can think of. I know getting a Business degree helps but not every MBA degree holder gets to be successful.
Any comments welcome even if you don't have real life experience.
Thank you.
I first got an executive position as a sales manager, by taking a sales job nobody wanted, and doing very well with it, then getting promoted when a management job opened up. A lot of sales managers, corporate vice presidents, and biz dev execs, are ex-salesmen. A lot of CEOs are ex-salesmen, too.
Working in "customer facing" jobs is a common way to the corner office.
posted by paulsc at 5:50 PM on October 13, 2009 [1 favorite]
Working in "customer facing" jobs is a common way to the corner office.
posted by paulsc at 5:50 PM on October 13, 2009 [1 favorite]
start your own company and/or get acquired
posted by bottlebrushtree at 6:20 PM on October 13, 2009 [1 favorite]
posted by bottlebrushtree at 6:20 PM on October 13, 2009 [1 favorite]
Know what can be monetized and secure the corporate support/VC funds/whatever sponsors or funders.
posted by jgirl at 6:43 PM on October 13, 2009
posted by jgirl at 6:43 PM on October 13, 2009
Focus on the big picture, and surround yourself with people who can look after the detail.
A certain amount of ruthlessness and drive is also pretty essential. Sometimes you just have to accept some peoples feelings will get hurt.
And in my experience, you can be a high paid exec if you constantly "manage up" so that your superiors think you are doing well, even if your subordinates are less than thrilled.
If you take the last approach, it is wise to move on every 2-3 years.
In fact, I would suggest the reason the sales background guys succeed is often based on their high (and routinely misplaced) self confidence.
They have no shame in pursuing that new, higher position in another firm they may not be entirely skilled or experienced enough for, because they believe they deserve it.
posted by bystander at 6:49 PM on October 13, 2009 [1 favorite]
A certain amount of ruthlessness and drive is also pretty essential. Sometimes you just have to accept some peoples feelings will get hurt.
And in my experience, you can be a high paid exec if you constantly "manage up" so that your superiors think you are doing well, even if your subordinates are less than thrilled.
If you take the last approach, it is wise to move on every 2-3 years.
In fact, I would suggest the reason the sales background guys succeed is often based on their high (and routinely misplaced) self confidence.
They have no shame in pursuing that new, higher position in another firm they may not be entirely skilled or experienced enough for, because they believe they deserve it.
posted by bystander at 6:49 PM on October 13, 2009 [1 favorite]
The top people have one thing in common. They all understand corporate finance. Time value of money, estimating the worth of a corporation, etc.
posted by Ironmouth at 7:03 PM on October 13, 2009 [1 favorite]
posted by Ironmouth at 7:03 PM on October 13, 2009 [1 favorite]
Know someone, blow someone, or own pictures of someone blowing someone.
posted by BitterOldPunk at 9:16 PM on October 13, 2009 [4 favorites]
posted by BitterOldPunk at 9:16 PM on October 13, 2009 [4 favorites]
If you're a white male, you're 75% of the way there already.
posted by BostonTerrier at 4:25 AM on October 14, 2009 [1 favorite]
posted by BostonTerrier at 4:25 AM on October 14, 2009 [1 favorite]
Response by poster: BostonTerrier: Sometimes they let people from other ethnic backgrounds in as well to "spice up" the executive team :)
posted by neworder7 at 4:44 AM on October 14, 2009
posted by neworder7 at 4:44 AM on October 14, 2009
How high are we talking? HR types, for example, tend not to ever become CEOs. Ditto IT. Choose your department accordingly.
Make nice to influential people (people hire people they like), making your superior look good and making sure not to be threatening. In older days, executives groomed their replacements and did not see juniors as a problem. My experience lately is that they are more transitory and dog eat dog and they want someone good but not too good. Be vocal in your desire for responsibility and managerial experience. Exude confidence and competance. Extroversion is apparantly desireable.
Writing is immaterial. Fluency in speech is critical. Fluency, not necessarily clarity. I've heard the most tremendous tosh coming out of higher ups, and folks just eat it up. Why? Because their not listening to the words, only to the tune, which is muzak, but pleasing muzak.
Do not point out too clearly that the committee's decision will be disastrous. Once it is disastrous, everyone will remember that you said so and they will not like you for it.
Ruthlessness helps. If your company is in the black in this economy and you can fire people who have worked no place else simply to keep some arbitrary target numbers in line, and then sleep that night, that's useful. Then do it again.
Get on high profile projects and claim as much credit after the fact as you can get away with. Never be shy or soft sell what you do. Do not be afraid to leave one project for someone else to clean up if a newer shinier one comes your way. In fact, you should always be looking out for the new and shinier one.
posted by IndigoJones at 6:47 AM on October 14, 2009
Make nice to influential people (people hire people they like), making your superior look good and making sure not to be threatening. In older days, executives groomed their replacements and did not see juniors as a problem. My experience lately is that they are more transitory and dog eat dog and they want someone good but not too good. Be vocal in your desire for responsibility and managerial experience. Exude confidence and competance. Extroversion is apparantly desireable.
Writing is immaterial. Fluency in speech is critical. Fluency, not necessarily clarity. I've heard the most tremendous tosh coming out of higher ups, and folks just eat it up. Why? Because their not listening to the words, only to the tune, which is muzak, but pleasing muzak.
Do not point out too clearly that the committee's decision will be disastrous. Once it is disastrous, everyone will remember that you said so and they will not like you for it.
Ruthlessness helps. If your company is in the black in this economy and you can fire people who have worked no place else simply to keep some arbitrary target numbers in line, and then sleep that night, that's useful. Then do it again.
Get on high profile projects and claim as much credit after the fact as you can get away with. Never be shy or soft sell what you do. Do not be afraid to leave one project for someone else to clean up if a newer shinier one comes your way. In fact, you should always be looking out for the new and shinier one.
posted by IndigoJones at 6:47 AM on October 14, 2009
I have to disagree with the claims that you have to understand either how to sell, or corporate finance, or how to value a company etc. But I only disagree to the extent that these people are trying to say the same thing: you need to understand how business works.
To understand how business works you can be a salesperson, an MBA grad, a lawyer, an accountant etc. There are many routes but chances are that if you really understand it all, intrinsically, you're probably going to end up making your way up the chain regardless (unless you're a complete wallflower of course).
So, what to do to increase your potential? First, take care of your day-to-day job, and do it with excellence. Then see what else you can learn about the company works and if you can add value (for free) anywhere else. Read up on your competitors and read a few biographies and business books. (They probably won't change your life but each one will have at least one or two very powerful ideas that you can use. Find those ideas. Use them.) Focus on your own industry. If you can thoroughly and absolutely understand every aspect of your own industry, whatever that is, you can probably transfer that knowledge to any other industry. It's all part of understand how business works.
Hope this helps, and good luck.
ps. If you can find a mentor that can help immensely.
posted by HopStopDon'tShop at 7:15 AM on October 14, 2009 [2 favorites]
To understand how business works you can be a salesperson, an MBA grad, a lawyer, an accountant etc. There are many routes but chances are that if you really understand it all, intrinsically, you're probably going to end up making your way up the chain regardless (unless you're a complete wallflower of course).
So, what to do to increase your potential? First, take care of your day-to-day job, and do it with excellence. Then see what else you can learn about the company works and if you can add value (for free) anywhere else. Read up on your competitors and read a few biographies and business books. (They probably won't change your life but each one will have at least one or two very powerful ideas that you can use. Find those ideas. Use them.) Focus on your own industry. If you can thoroughly and absolutely understand every aspect of your own industry, whatever that is, you can probably transfer that knowledge to any other industry. It's all part of understand how business works.
Hope this helps, and good luck.
ps. If you can find a mentor that can help immensely.
posted by HopStopDon'tShop at 7:15 AM on October 14, 2009 [2 favorites]
I always thought most people at that level have very good articulation and writing skills. People skills, networking are also obvious ones that I can think of.
About the only one from that list that, in my experience, seems to be a definite universal is networking. You simply cannot rise to top levels without knowing people who know people, and understanding how to nurture this ecology.
From your list, I'd put people skills at second place since that would seem to work in conjunction with good networking skills. People skills also help you in leadership positions.
Articulation would run a distant third. I've worked for more than a couple of executive who could not articulate their way through a door. They all, to an individual, had a firm grasp on jargon and biz-speak which, I suppose, can provide for the appearance of one being articulate. But the ability to actually articulate goals and processes is not a universal talent. Again, in my experience. Certainly, a deep understanding of the business and the ability to clearly communicate will take you a very long way. I'm just saying I've not found this to be a universal trait. YMMV.
As for writing skills...well...let's just say there's a reason a good personal assistant is worth their weight in gold.
posted by Thorzdad at 7:17 AM on October 14, 2009
About the only one from that list that, in my experience, seems to be a definite universal is networking. You simply cannot rise to top levels without knowing people who know people, and understanding how to nurture this ecology.
From your list, I'd put people skills at second place since that would seem to work in conjunction with good networking skills. People skills also help you in leadership positions.
Articulation would run a distant third. I've worked for more than a couple of executive who could not articulate their way through a door. They all, to an individual, had a firm grasp on jargon and biz-speak which, I suppose, can provide for the appearance of one being articulate. But the ability to actually articulate goals and processes is not a universal talent. Again, in my experience. Certainly, a deep understanding of the business and the ability to clearly communicate will take you a very long way. I'm just saying I've not found this to be a universal trait. YMMV.
As for writing skills...well...let's just say there's a reason a good personal assistant is worth their weight in gold.
posted by Thorzdad at 7:17 AM on October 14, 2009
At IBM I saw two trends. Execs either had a business degree of some kind and were hired as execs, or they had quit and taken on new jobs higher up the chain until they were executives somewhere. Another related route was to get an offer somewhere else and demand a higher position. If you want to move up the chain, take your boss to lunch regularly.
posted by xammerboy at 11:02 AM on October 14, 2009
posted by xammerboy at 11:02 AM on October 14, 2009
the only one from that list ...that seems to be a definite universal is networking.
Didn't Malcolm Gladwell point out the high percentage of CEOs (or other Big Bosses) who have dyslexia? They can't read very well, but early on they learn how to get other people to do their reading for them.
posted by Rash at 11:37 AM on October 14, 2009
Didn't Malcolm Gladwell point out the high percentage of CEOs (or other Big Bosses) who have dyslexia? They can't read very well, but early on they learn how to get other people to do their reading for them.
posted by Rash at 11:37 AM on October 14, 2009
Spoke once with the youngest exec at a large aerospace company, and asked how he got there at his age. He said it was simple: All the years prior, he had done what he said he was going to do, had it done when he said he was going to have it done, and did it for as much or less money that he said it would cost to do it.
posted by NotMyselfRightNow at 6:41 PM on October 14, 2009
posted by NotMyselfRightNow at 6:41 PM on October 14, 2009
This thread is closed to new comments.
posted by beagle at 5:49 PM on October 13, 2009 [2 favorites]