The 10 Inarguable Qualities of CEO Sprinters

There’s no set amount of time it takes to become a CEO. For many executives who’ve climbed to the top of the C-Suite, they’ve held down senior management roles for years before reaching that title, and many ultimately go back to school for their MBA before becoming a CEO.

All that said, for a fraction of professionals, they’ll reach the CEO office well before what anyone would consider an average timeline. These fast-climbing professionals are known as “CEO Sprinters.” And there are a few lessons that other executives with CEO-level ambitions can learn from them.

1. CEO Sprinters make time for self-development.

CEOs aren’t born. They’re made, and those who reach the C-Suite fastest understand the role self-development plays in getting there, Matt Weidle, Business Development Manager of Buyer’s Guide, said.

“Because businesses today work at dizzying speed, leaders should set aside a half-hour each week to focus on themselves, whether that means learning something new or planning out their week,” Weidle said. “This could include looking for rapid learning opportunities, like online trainings. On the other hand, it could be learning how to work with tough individuals, have difficult conversations, or motivate someone who is difficult to motivate.”

2. They’ve sharpened their active listening skills.

There’s something to be said for the adage “two ears, one mouth,” especially in those eager to reach the C-Suite.

“Top CEOs, in my opinion, are defined by their consistency in listening to and aggressively seeking out the ideas and opinions of others,” Weidle added. “To tackle organizational challenges, they incorporate diverse perspectives into their programs. A competent CEO should be able to listen carefully. Not every idea a CEO has will be good, and not every path will be the right one. However, when a CEO is able to listen to and solicit the ideas of trustworthy employees, the team and organization are more likely to succeed.”

3. They know how to inspire trust.

Both being trustworthy yourself as well as lending that trust to others is “vital for a CEO,” according to Tanner Arnold, President and CEO of Revelation Machinery.

“Stakeholders must have faith in your abilities, and you must be comfortable delegating to people with whom you work,” he said. “In addition, a trustworthy CEO has more time to focus on the big picture and benefits from a positive work environment that recognizes worker capabilities.”

4. They’re imaginative problem solvers.

Developing a reputation for solving complex problems is one of the best things you can do as an aspiring CEO, Hassan Usmani, a tech executive at YEELIGHT, said.

“It is critical to think beyond the box,” he said. “The same tried-and-true procedures do not always work. When a CEO thinks beyond the box, it distinguishes them and their firm in the eyes of customers and prospects. There are other aspects that contribute to a strong CEO’s credentials, such as experience, but fundamental attributes like problem solving will keep you ahead of the curve.”

5. They prioritize relationship building.

In short: we’re not sure an Ivory Tower has ever become CEO. (Or at least, they wouldn’t have become a particularly effective one.)

“To be successful, a CEO must be able to create relationships with clients and staff,” Tyler Martin, a Certified Business Coach at ThinkTyler, said. “Relationships foster loyalty and a positive impression of the CEO and the organization. Positive relationships also generate positive word-of-mouth, and while your firm may not rely primarily on this form of marketing, it is always a benefit.”

6. They’re realistic optimists.

To be a CEO means straddling the line of optimistically taking risks while still being a prudent steward of your organization.

“It is important for a CEO to be confident in their abilities and what they give their people, but not arrogant,” Lauren Cook-McKay, Director of Marketing & Content at Divorce Answers, said. “They should be cognizant of and confront obstacles while pursuing daring ambitions.”

7. They’re strong communicators.

Honing your communication skills is critical if you hope to become CEO, as Dan Close, CEO of We Buy Houses in Kentucky, said.

“Communication is critical in any scenario, and a CEO, as someone in charge, must learn how to communicate effectively in order to boost morale when necessary,” Close said. “A CEO must be able to communicate what they require, from whom they require it, when they require it, as well as how they believe things should be done.”

8. They practice a superhuman degree of self-discipline.

If you’ve put in the elbow grease to reach the C-Suite, self-discipline is likely something you’re already well familiar with, Jason McMahon, Digital Strategist of Bambrick, said.

“A successful CEO must be able to work while others are having fun. You must be willing to answer the phone even when you do not want to. You may need to invest money in your business instead of going on vacation on occasion. It’s all about giving up something,” he said. “Nothing worthwhile is easy to create, and you must be ready to put in the effort required.”

9. They’re accountable.

Critically, CEO Sprinters have mastered what it means to be accountable, Sarah Jameson, Marketing Director of Green Building Elements, said.

“Successful CEOs are aware of their power within their company and, in some cases, within their industry, and they take full responsibility and accountability for their decisions,” Jameson said. “CEOs who are held accountable are motivated by results rather than by blame. Whether dealing with customers, employees, peers, or board members, they’re also upfront about their expectations for others.”

10. They won’t compromise their credibility.

Your professional credibility, once lost, can be difficult to retrieve — which is why a CEO Sprinter wouldn’t dream of compromising it in the first place, Cook-McKay said.

“You have to be completely honest, all of the time,” she said. “It’s simple for CEOs to brag about a new campaign, increased profits, a possible client on the horizon, and so on when things are going well. When things go wrong, though, many CEOs are tempted to distort or avoid the truth. When layoffs and cuts occur after the CEO claims everything is fine, employees lose faith in the company. In this case, regaining credibility becomes nearly impossible, and a change of leadership may be the only option.”

 

Find more leadership advice on the blog.