How Corporate Affairs Directors Can Prepare Themselves for CEO Roles: Key Steps to Success

Corporate affairs leaders gathered at our office to hear top executives on their insights on one of the most challenging career transitions: stepping up from Director to CEO.

Our panel, comprised of influential corporate affairs leaders, including Sarah Woolnough, Chief Executive of The Kings Fund; Robert Okunnu, CEO of the Royal College of Paediatrics and Child Health; and Jon Philips, CEO of the Global Infrastructure Investor Association, was led by Ellwood Atfield’s Felicity Lowes.

Together, they delved into the strategies and mindset shifts directors must embrace to successfully rise to the top. Their discussion offered invaluable advice for those eyeing organisational leadership, providing a clear and practical roadmap for making the leap with confidence and impact.

Stepping up from a director role in corporate affairs, with a focused brief and discipline, to becoming the leader of an organisation holistically, requires navigating new challenges, developing a personal leadership brand, and honing strategic skills. As aspiring CEOs, directors need to adopt a mindset focused on intentional growth and leadership excellence. So then, if you’re a director in corporate affairs, and you’re asking yourself “what next”, here are the key lessons from our panel before making the transition:

Be Intentional About Professional Growth

Intentionality is crucial. Have a solid career development plan that looks beyond the next job, thinking holistically about your entire career trajectory. Build the broad expertise required for a CEO, covering business operations, finance, risk, and team management.

Evaluate Your True Ambitions

Be honest with yourself about your ambitions. Do you really want to be a CEO, or would you prefer to remain in an executive director role? The CEO path requires a specific mindset and commitment, including being comfortable with public scrutiny and handling significant responsibility.

Develop Your Personal Leadership Brand

Build your external profile and leadership brand. CEOs are constantly in the public eye, and the way you present yourself publicly can be a powerful tool for internal communication and networking. Be mindful of how you’re perceived and ensure consistency between your public and internal personas.

Master the Art of Team Leadership

Effective CEOs know how to build and lead strong teams. Invest in the development of your team’s skillsand provide the resources they need to succeed. Striking the right balance between being supportive and demanding high performance is key to leading a successful organisation.

Balance Personal and Professional Commitments

Juggling the demands of family life with the role of CEO can be a logistical challenge. Mental preparation and visualisation of how you would handle the CEO role can help ensure you’re ready for the lifestyle changes it entails.

Consider Gaining NED or Trustee Experience

Non-Executive Director or trustee roles offer invaluable insights into governance, stakeholder management, and board interactions. This experience can help you better understand how organisations are run from a strategic perspective, making you a more well-rounded leader.

The panellists went on to share how they successfully navigated the complexities of leadership as CEOs, offering firsthand insights:

Redefine Relationships When Moving Up to CEO

Transitioning into a CEO role means you’ll need to redefine relationships with colleagues and stakeholders, especially if you've been part of the same organisation. You may face scepticism as someone who represents the “old guard.” Focus on clearly communicating your vision and proving your value in the new role.

Prepare for the Unique Challenges of CEO Leadership

Becoming a CEO brings new complexities, including handling Non-Executive Director (NED) roles and board advisory opportunities. Ensure you have the support of the board and assess any gaps in your skillset that may need to be addressed before stepping up to the top job.

Develop a Clear 90-Day Plan for Impact

The first 90 days as a CEO are critical. Have a clear plan to demonstrate impact early on by setting strategic goals, aligning teams, and delivering tangible results. This period can shape the perception of your leadership and direction for the company.

Invest in Professional Development

While an MBA or other postgraduate qualifications aren’t mandatory, they can provide valuable exposure to other professionals and build confidence. Continuous learning is key, so always be curious and seek opportunities to improve, particularly in areas where you feel less confident. For a corporate affairs practitioner, this may include finance, risk management, or operations.

Build Intellectual Curiosity and Self-Awareness

Leadership requires intellectual curiosity. Regularly evaluate your weaknesses, especially when facing the board, and take steps to upskill. CEOs must always be thinking about where they need to grow to effectively guide the business and their teams.

Embrace the Higher Stakes of Leadership

As CEO, the stakes are higher, and the level of responsibility is immense. Accept that everything you do is scrutinised. Success depends on your ability to allocate resources effectively and to create an environment where others can excel. Leadership isn’t just about guiding others; it’s about providing the tools for collective success.

Manage Imposter Syndrome and Self-Doubt

Imposter syndrome can be common for new CEOs. Be kind to yourself and remember that self-doubt is natural when taking on new responsibilities. Build a support system to navigate through those feelings and lean on trusted advisors when needed.

By focusing on these key areas, directors can ensure they are ready for the challenges and opportunities that come with becoming a CEO. Leadership at this level requires a blend of strategic thinking, continuous learning, and intentional professional development.

If you’re considering the move, looking for your next leadership position or planning to grow your team, we’d love to hear from you.

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