Many professional people start their careers with the idea that one day they’d like to join the C-suite or even have a seat on the board. However, they don’t think strategically about how they’re going to get there, their career lacks focus and direction, and then by its midpoint they’re part of a vaguely defined middle management layer with little more idea about how to reach the top than they had on Day 1. So how do you set yourself on course for the C-suite?
Build your CV strategically
A good way of doing this is to look at the backgrounds of the C-suite at your company and other, comparable companies. What are the commonalities? What experience do they have that you lack? What moves have they made?
Examples of the sort of thing you might consider are a stint at the business’s operations abroad or a lateral move to a different function (so a couple of years in marketing or operations, if you’re in finance). Look, too, for roles that feel C-suite — such as dealing with outside financiers, working on acquisitions, and so on. The idea is to build a CV that has breadth and depth and showcases a number of skills. It’s good practice to review your CV at least once a year.
Make big moves
Fortune favours the bold, and those who get ahead in their careers will often take significant risks. This might mean taking a job that you’re not sure you’re fully qualified for; it might mean going in to sort out problems; or it could mean going to set up operations in a new geography. These moves should not be reckless — rather they should be calculated and designed to demonstrate ambition and a desire to get out of a comfort zone. If these moves pay off, your reputation will be enhanced, and you’ll have jumped several rungs on the corporate ladder.
Consider starting somewhere small
An alternative to gradually climbing to the top at a large company is to leap to the top in a smaller one. Other possibilities include companies that are struggling or underperforming. Either of these may take a chance on you if you seem able to do the job. Succeed there and you’ve got a track record as a director. This means you can move to a larger business (as well as, potentially, leveraging a board seat to gain seats on other boards). Repeat this a few times and you’ll have the kind of CV that means you can play in the big leagues.
Find a mentor or a coach
Ideally, you want to be looking for a mentor who is on the level that you’re aiming for. But directors are busy people, so consider those just below, nonexecs and, particularly, people who are stepping back from senior roles. You want someone who can offer you impartial advice and criticism and also be your sponsor and advocate. This may require more than one person, and you might even decide you need a mentor and a coach.
As to how to find your mentor, there are networks and groups for this, but you can also find them yourself. Ask around your contacts and approach people directly. Don’t worry about asking for help — many people really enjoy giving career advice. If you’re asking someone much more senior, you may even find you remind them of themselves when they were at your career stage.
Network
Be strategic. Target people you want in your network and connect to them. Think quality, not quantity — and do this in real life, not just on LinkedIn. Go to events where they are likely to be, and ask for introductions (or introduce yourself to them). Think about what you can give them as well as what they can give you. It makes sense to network around the position you want, collecting contacts who may be useful. Finally, don’t just aim upwards. Identify junior people who are going places and connect with them. The idea is to build a network with breadth and depth, filled with people who are invested in your success.
Be decisive
Those at the top of companies have to make decisions. So, cultivate a reputation for being someone who does this. Of course, you want to make the right decisions and ensure that you wind up with a reputation for good judgement. But getting it wrong occasionally is OK. In particular, you want to lean into hard decisions, rather than palming them off on others, and show that you have the courage to make choices even if they are not popular. This is the sort of reputation-enhancing behaviour that people remember — it’s proper long-term stuff.
Position yourself as a leader
You can do this in all sorts of ways. The most obvious is putting yourself forward for any leadership roles that come up, if you’re not in one already. These might include running projects, heading up teams, being a representative, and so on. Other ways include both availing yourself of and seeking out any leadership training and education your company offers. Finally, think outside the box. Put yourself forward for roles such as speaking at events. Why? Because if you’re up on stage speaking, everyone knows who you are and you’ll look like you’re going places.
Think about your personal brand
You need to create a proposition for yourself. This is not the same as positioning. Rather, it is about who you are, what you stand for, and what your values are. Take time to reflect on how you work, your values, and what you believe in. Think, too, about what is compelling about you and the management styles that work well for you.
Work, too, on areas you need to be better in. You might, for instance, aim to be more empathetic or improve your exposure to the sales function. Then deliver on areas ranging from how you dress to LinkedIn. Whatever you do, don’t be fake, as inauthenticity is very hard to maintain and often fails.
Be resilient
Great careers are not built in a day, and there will be setbacks. How you recover from these and come back stronger will become an important part of your narrative. Indeed, someone who shows they can overcome adversity is likely to be a better C-suite candidate than one who has effortlessly glided to the top.
Rhymer Rigby is a business writer and columnist. To comment on this article or to suggest an idea for another article, contact Oliver Rowe at Oliver.Rowe@aicpa-cima.com.
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Articles
“Do I Need a Mentor — And Where Do I Start?”, FM magazine, 13 March 2025
“Manager to Leader: What’s Needed to Make the Transition?”, FM magazine, 14 August 2023
Podcast episodes
“Do You Ever Feel Like an Imposter? You’re Not Alone”, FM magazine, 20 August 2025
“‘Dance With the Fear’: How Accountants Can Seize the Moment”, FM magazine, 20 November 2024