The final test of a leader is that he leaves behind him in other men the conviction and the will to carry on.

—WALTER LIPPMANN

In many organizations, the leader at the top is called the chief executive officer (CEO), and his or her primary colleagues are also called chiefs: chief operating officer (COO) and chief financial officer (CFO), for example. In the last decade or so, the practice has spilled into the federal government, where—by act of Congress—large agencies must have a chief technology officer (CTO), a chief human capital officer (CHCO), and a CFO. The practice is less common, but not unusual, in the military and nonprofit organizations. Collectively, we refer to these individuals as CXO leaders. You may be in this group even if the word “chief” is not in your title. If you have broad responsibilities for a critical business function across the organization and report directly to the CEO—even if you do not call him or her by that title—then you are a CXO leader.

The CXO Leader’s Role

CXO leaders have positions that wield considerable leverage. They set policy, establish objectives, and define practices for the organization. Although they direct a vital function and are the CEO’s primary adviser in their areas, these leaders focus—or at least should—on the success of the entire organization today and in the future. CXO leaders spend virtually all their time on such leadership activities as strategic planning, organizational alignment, and growth initiatives, and little time on management tasks. Does this fit with how you spend your time?

Because your influence is nearly as broad as the CEO’s, the consequences of your actions are wide ranging. You must share goals and find common threads with leaders in other functional areas to build synergy and alignment across the enterprise. Everyone is watching and will align with what you do—regardless of what you say. As a model for the leadership mindset, you need to conduct your conversations in an atmosphere of trust and respect that produces alignment with the organization’s vision and mission.

Conversations by CXO Leaders with Their Boss

The CEO and board have given you an opportunity with wide responsibility. If you are not sure what the CEO expects, if an issue arises, or if a breakthrough occurs, have a conversation as quickly and openly as possible to build a relationship where ideas and information flow freely. Your discussions with the CEO will address all four conversation types:

• Building relationships. Hold baseline and feedback conversations at the trusted level that enable you to fully understand each other’s needs and concerns. Be the honest broker by delivering the essential facts—be they positive or negative—succinctly, directly, and in a timely manner.
• Developing others. Although it is not your job to develop the CEO, help your boss see how his actions (or inaction) impact the ability of you and your team to produce results. These are tough conversations, yet they are vital to ensure that you, the CEO, and the organization consistently perform at high levels.
• Making decisions. If you are not fully on board with any decision made by the CEO or other CXO leaders, speak up to seek alignment. Use your voice to lead everyone toward the third alternative—a better decision that everyone can endorse. Use constructive conflict to sharpen the decision-making process.
• Taking action. Have the CEO mentor you. Ask for his views on the subtle nuances of your job and his job. Proactively ask for the resources required to accomplish the objectives that have been allocated to you and your team.

Conversations by CXO Leaders with Their Peers

When CXO leaders do not work together closely, the organization under­performs. Each of you has risen to a power position because of your skill, knowledge, and performance record. Respect what your fellow CXOs have accomplished and tap into their expertise.

• Building relationships. To build trusted relationships and coordinate actions, schedule regular one-on-one conversations with the other CXOs individually and as a team. Focus on conversations that assist each other and the CEO in achieving the organization’s goals and mission.
• Developing others. You are not responsible for developing other CXOs, yet you can offer to mentor them in leadership areas where you have special skills. Accept their mentoring (if offered) in your shadow areas.
• Making decisions. Perhaps the most important conversations you will have with other CXOs will involve working together to make difficult strategic decisions. Each of you brings a unique point of view and set of experiences to decision making. Listen to the other CXOs and consistently seek the third alternative. Consider giving the CXO who is most affected by a decision an extra vote in that decision.
• Taking action. Once you agree to a plan with other CXOs, meet your part of the bargain every time unless and until everyone agrees to modify the plan. Success expands rapidly when coordinated actions take place across all functional areas of an organization.

Conversations by CXO Leaders with Their High Potentials

CXOs usually have more conversations with their direct reports than with the CEO and CXOs combined. Who would replace you if you left your position? What is your continuity-of-operations plan? How well would your people execute it? How often do you hold conversations to ensure that high potentials are acquiring the skills to do their jobs and yours? What are their career aspirations? Would you be surprised or angry if one of them left to work with a major competitor? Hold leadership conversations in a trusted-adviser mode with your high potentials to discuss these topics.

• Building relationships. Be proud of your high potentials, tout their abilities, and build trust and respect with them, and they will be loyal to you. If they are brilliant but lack people skills, coach them. Let them participate in some of your relationship conversations to observe your techniques. Introduce them to others with whom they might form productive transactional relationships.
• Developing others. Succession planning is among your most important leadership responsibilities—make it part of your ongoing conversations. Are you grooming replacements for the key jobs of the future? Does your team know exactly what is expected of them today and what will be expected with their next increase in responsibilities? Mentor them and teach them how to coach others. Challenge them to both grow personally and build the capabilities of their staffs.
• Making decisions. If you are like most CXOs, you worry about the ability of your high potentials—especially in remote offices—to make decisions consistent with the organization’s strategy. What repeatable decision-making process do you use? Are you teaching them to use that process and to develop their judgment gene?
• Taking action. If you were traveling or on vacation where there was no email or cell phone coverage, could your people do their jobs and yours without you? Try it sometime. Then hold a conversation to address any topic they felt compelled to contact you about to clarify expectations and strategies. Have the same conversation with remote offices if you find that they regularly do not take actions that are in alignment with the agreed-on plan.

Your responses to the challenges posed and questions asked in these conversations with your boss, your peers, and your high potentials will be evaluated when you take the online leadership assessment. We expect those who feel they are ready to become the CEO to achieve a near-perfect score. Do not let that intimidate you—take the assessment anyway. A word of caution: the personal action plan you will prepare after doing so will not be about what you will have others do; rather, it will be about who you are and what you will do to become a great leader.