If you’re reading this article, you already know that C-suite level jobs demand extensive experience and a track record of proven, tangible impact.

But what does the path to the C-suite look like? What skills and characteristics do you need to get there – and quickly?

4 things you can do to get a C-suite role

Fine-tune your experience

Experience will always reign supreme when it comes to getting a C-Suite role, and rightly so. Actively pursuing promotions, making a measurable impact in every role you get, and positioning yourself as a thought leader all build the credibility that senior leadership demands.

Taking on projects beyond your formal remit is another way to stand out because it proves your initiative and versatility, which are key traits of effective leaders.

Getting regular feedback is equally essential. Waiting for an annual review limits your growth and lets blind spots burgeon. Instead, seek input often to identify areas for development and continuously refine your approach. Pairing this with a mentor, who will challenge your assumptions and help strategise your career journey, gives you an objective sounding board.

Work on your strengths

While we’re often told to work on our weaknesses in order to improve, concentrating solely on a weakness can actually neglect your strengths. In the journey to the C-suite, leaning into your strengths and perfecting them often has more pay-off than spending time honing skills you won’t necessarily need.

Recent data from Gallup supports this ‘positive psychology’ approach, revealing that strengths-based training leads to higher engagement and individual productivity. When you zero-in on making your best qualities even better, you ultimately become more confident, self-aware and productive, all of which are essential attributes for C-suite roles.

Focus on commercials

It’s essential that senior leaders are able to stay abreast of business and commercial demands. Commercial acumen is what gets you noticed on the way to the C-suite. Showing that you stay attuned to business drivers, market shifts and financial outcomes will earn you trust and influence.

One of the most important factors of any executive position is the P&L (Profit and Loss) responsibility, which involves overseeing the net income after expenses for a department or even the entire organisation. If you don’t yet hold full P&L responsibility, start by seeking opportunities to build that exposure.

Volunteer to manage budgets, lead cross-functional projects, or oversee client accounts where profitability is measured. Understanding how revenue and cost decisions affect the bottom line demonstrates that you think like a business leader, not just a functional expert.

Where you can, ask to shadow those with P&L accountability or request involvement in financial planning discussions. Learn how resources are allocated, how ROI is calculated, and what metrics matter most to your organisation’s success.

Ultimately, the ability to balance investment with cost control, to champion growth while safeguarding margins, is what distinguishes those who aspire to the C-suite from those who arrive there.

Demonstrate creativity and innovation

Against the backdrop of digital transformation and AI acceleration, every modern executive needs to be creative and innovative. The leaders who reach the C-suite are those who can reimagine how their organisations operate, not just optimise what already exists. That means thinking beyond your functional silo to identify new efficiencies, technologies and revenue opportunities.

Start by challenging outdated processes in your area, introducing smarter tools, or piloting a new way of working that delivers measurable results. These are the experiments that show you can lead change rather than just respond to it.

Equally, innovative leaders know that progress depends on people. Build diverse talent pipelines, nurture original ideas, and create an environment where experimentation is safe. Demonstrating that you can inspire others to think differently, and deliver commercial outcomes through that mindset, is one of the most powerful indicators of C-suite potential.

What skills are needed for the C-suite?

It takes the average CEO around 24 years to get to the point where they’re taking over the C-suite. Within those 24 years, skills, experience and examples of excellence matter more than specific job titles. 

If you’re looking to get a C-suite position within the next five years, you’ll need to be able to demonstrate a wide range of key skills:

• Strategic planning
• Vision and goal setting
• Leadership, with the ability to inspire others to follow you towards your vision
• A high competency level in your specific area
• A firm grasp of business principles
• Efficient decision-making skills
• Excellent communication, able to translate your thoughts both in writing and verbally

What are the characteristics that CEOs look for in their board members?

At Hanover, we worked with C-suite clients of our own to ascertain what CEOs look for in their board members.

Our data revealed that the top three factors CEOs target are:

1. Skills (81% of CEOs)
2. Experience (80%)
3. Personal/ behavioural attributes (78%)

Following those, 63% of CEOs also prioritise business and commercial demands.

Typical C-suite positions

Securing a C-suite role quickly requires focus. You need to know which seat you’re aiming for, the one that best aligns with your strengths, experience, and where you can have the greatest impact. Clarity on your destination shapes every move you make along the way, from the skills you build to the mentors you seek.

That’s why it’s worth understanding the full landscape of executive roles. Some of the most common C-suite positions include:

Chief Executive Officer (CEO)

At the very top, the CEO serves as the face of the business. In this position, you’ll have the highest level of responsibility for all operations and major decisions. You’ll be responsible for communicating your strategic vision to employees, customers and shareholders, and aligning everyone within the C-suite.

Chief Operating Officer (COO)

The COO is essentially the CEO’s right hand, taking responsibility for overseeing daily business operations and developing effective policies and procedures. In this role, you’ll be responsible for implementing top executive strategies and, depending on the size of the C-suite, you may also oversee human resources, administration and payroll.

Chief Financial Officer (CFO)

Overseeing everything from cash flow and approving annual budgets to handling reporting and compliance, the CFO represents the ultimate achievement for finance professionals. Along with knowing how to track the profitability of an entire organisation, you’ll need a thorough understanding of risk assessment and a strong strategic vision.

Chief Information Officer or Chief Technology Officer (CIO/CTO)

The CIO or CTO manages the organisation’s information and technology infrastructure. In addition to managing an IT team, you’ll take charge of researching and implementing technologies that enable the company to meet financial, marketing and product development goals.

Chief Data Officer (CDO)

While the CIO or CTO oversees technology, the Chief Data Officer handles the data that the company collects and stores. Also known as the Chief Digital Officer, this executive handles everything from data governance to digitisation policies. You may also take responsibility for data compliance.

Chief Security Officer (CSO)

Working closely with the CIO, CTO and CDO, the CSO oversees all system and data security. In this role, you’ll have responsibility for developing and implementing protocols to keep data and equipment secure and aligned with the overall business objective.

Chief Marketing Officer (CMO)

A CMO leads the organisation’s promotional and advertising efforts. They’re responsible for developing and managing the company’s brands, overseeing market research and signing off on comprehensive marketing plans.

Chief Compliance Officer (CCO)

The CCO is the top legal executive for the company. Overseeing both internal and external compliance, you’ll need a legal background for this role and extensive knowledge of compliance issues.

Chief Human Resources Officer (CHRO)

While the COO may handle some aspects of human resources, the CHRO manages this area for larger organisations, taking on things like talent acquisition strategy, employee development, and succession planning.

Chief Experience Officer (CXO)

A relatively new role, the CXO takes responsibility for interactions between the company and its internal and external customers, ensuring that all exchanges are positive, reflecting the overall values and mission.

Chief Climate Officer (CCO)

A chief climate officer is responsible for the climate change aspects of your organisation’s operations and mission. This role is fairly new, but it’s going to increase in importance. A CCO drives the climate change agenda, understands natural hazards and how they may impact company operations, and shapes organisational processes around your climate change values.

Emerging C-suite roles

As technology, data and innovation reshape the business landscape, new executive roles are emerging to meet these demands. Positions such as Chief AI Officer, Chief Data Scientist and Chief Analytics Officer are increasingly vital, reflecting how data-led decision-making and responsible AI adoption now sit at the heart of strategy.

These roles embody the next era of executive accountability, where understanding technology, ethics, and human impact is just as important as managing profit and performance. For ambitious leaders, this evolution signals opportunity: the chance to build expertise in areas that will define the future of the C-suite.

Let Hanover help you find a C-suite position

At Hanover, we’ve spent over 30 years helping exceptional leaders reach the top. Our deep sector expertise, global network and consultative approach have enabled us to place thousands of experienced professionals into C-suite and senior leadership roles across financial services and beyond.

If you’re ready to take the next step in your executive journey, or simply want to explore what options are available, contact me today to start the conversation.