• Think and act like a business owner. Understand the business situation and the desired outcomes first. The C-suite needs to know you see the situation as it does before you focus on communications strategies or tactics.
• Over-deliver on your commitments and do so ahead of schedule. No CEO has ever complained about someone going above and beyond or acting more quickly than expected.
• Seize opportunities to add value. CEOs think in terms of solutions, not silos. In today’s complex and challenging environment, time is compressed and CEOs want people who are willing to make things happen (especially if there is uncertainty around who “owns” a particular problem).
• Think three steps ahead. Create a scenario plan based on likely outcomes among key stakeholders for various business decisions.
• Be an ambassador. Keep your nose clean and your ears open; offer a balanced perspective and avoid burning bridges.
• Tell it straight. Your greatest value can be in giving the CEO/CFO the unvarnished truth, but you need to do it in an unbiased, unemotional and apolitical way.
• Be available and efficient. Understand the work style of your CEO and be prepared to cover your agenda in a moment’s notice. You’ll have more access if you’re more efficient; the on-the-fly briefing is sometimes the most useful update for the CEO/CFO.
Source: Pepper Binner, Senior Client Partner, Corporate Affairs KORN/FERRY