I’ve Got What It Takes for the Exec Level or C-Suite

Ready to Level Up Your Career? Here’s Your Personalized Make-It-Happen Plan

Repeat after us: You’re ready for the Big Job — whether that’s becoming a manager, a director, or an exec. Why? You’ll boost your long-term career trajectory and earnings, for one thing. You’ll shrink the gender gap in leadership positions (according to a report published last year, women held just 29% of C-suite roles in 2024). And you’ll help reset unfair expectations that women should leave the workforce or work part-time to cover more at home. Plus, more women in leadership means more advocates for the rest of us.

So don’t wait. Don’t wait until the economy’s better (oof) or you’ve settled down or the kids are older. The time to go for the Big Job is now, and we’re here to help. Here’s what you need to do to position yourself for a more senior role, from owning a project to building your mentorship bench.

Shift Your Mindset. Rather than focusing on the problems that could arise from a job change (like, what if the role is too demanding?), think about the possibilities it could yield (what would it feel like to thrive in this role?). This can help you recognize — and jump on — potential opportunities.  

Get Comfortable With “No.” Saying yes to every “medium” opportunity could prevent you from landing the big one — so try thinking like a VC (read: turning down 99 things to land the one that moves the needle).

Showcase Your Leadership. A recent study found American women are 16% less likely than men to list leadership skills on LinkedIn — even when researchers took job titles and companies into account. Two easy ways to own your wins? Say “led” instead of “helped with” and “drove” instead of “supported” on your resume or LinkedIn profile. 

Walk the (Exec) Walk 

When you’re eyeing the executive level or C-suite, you’re not so much hunting for the next job as engineering it — by seeking out strategic opportunities, building key relationships, and molding your resume. Here are some ways to do that:

Add P&L to your KPIs. Executives are expected to drive revenue and results. In our current economic straits, it’s even more crucial. If you don’t already, ask to own a budget, spearhead cross-functional projects tied to revenue growth, and get comfortable speaking in $$ outcomes. Get boardroom ready. You’re probably familiar with mentors, but what about “sponsors”? While the former give advice and act as a sounding board (important, no doubt), the latter advocate on your behalf — connecting you to or getting you in front of the people in positions of power, inside and outside your company. 

Showcase your “stretch.” Demonstrate your ability to solve problems across the business by taking on a high-visibility project that goes beyond your typical work — aka a “stretch assignment.” Pro tip: Look for one tied to revenue, operations, or strategic decision-making for maximum impact.

The Executive’s Guide to Networking

Your next big move probably won’t come from a job board — it’ll likely come from your network. But if you think that means your inner circle, think again. According to research, “weak ties” (like your old colleague’s former boss, that exec you met at a conference, or your college roommate’s sister) can be the most helpful in finding a job. Here’s how to make sure your network is as wide as possible:

Find a sponsor, not just a mentor. Yesterday, we talked about having a sponsor — or someone with enough power and influence to virtually act as part publicist, part manager for your career. Some ways to identify a potential sponsor include: If you’re assigned to a high-profile project, find out who made that decision and thank them; if an industry heavyweight compliments your work after a panel (or even on social media) ask for their email; or if a senior leader has shown a real interest in your professional development, ask if they’d be willing to introduce you to other higher-ups. 

Get in the room. Networking isn’t limited to email introductions and coffee meetings. It can also happen by positioning yourself where key decisions are made. Ask to shadow leadership syncs, take notes for a senior exec, or get involved in strategic initiatives — all of which will naturally increase your exposure to the top brass.  

Jump into leadership conversations. Comment on LinkedIn posts from industry leaders, DM that panelist you admired, or talk with your manager to see if there are opportunities for you to participate in external panels and roundtable discussions.

Bring C-Suite Energy to Your Interview

You’re not just interviewing for a new job — you’re positioning yourself for the executive level or C-suite. Come prepared with stories that demonstrate your ability to operate at a high level, answers that illustrate your vision, and questions that’ll help you decide whether this is the right seat at the table for you.

Curate your “library of stories.” To avoid simply stating your strengths and skills during the interview (think: “I’m a natural problem-solver” or “I’m adaptable”), brainstorm a few sharp anecdotes that exemplify your decision-making, resilience, and ability to build buy-in across an org. Bonus points for examples that underscore your readiness to lead leaders.

Rehearse your answers. Spoiler: You're still going to get asked the classic (and, yes, much-dreaded), “Tell me about yourself.” Don’t waste this opportunity by reciting what’s already on your resume. Instead, use it as a launchpad to explain why the exec level is your natural next step: “Over the past few years, I’ve led [insert function or team], scaled [insert impact], and made decisions that have helped the business do [insert measurable result].” 

Have the right questions in mind. At the executive level, interviews are as much about you assessing them. You want to know the company’s appetite for change, how power is distributed, and what kind of partnership the leadership team is really looking for. Here are a few questions to get you started:

• What currently keeps the CEO or board up at night?

• Where is the org looking to grow or transform in the next 12 to 18 months?

• In terms of working across departments, do you see this position acting as more of a connector, advisor, or decision-maker? 

• How are big-picture decisions typically made at the leadership level?

The bottom line: Stepping into the C-suite isn’t just about being the most qualified — it’s about finding the right stage for your leadership.

Set Yourself Up to Succeed 

Congrats! You’ve got the offer. But the title is just the beginning. In your first few months as an executive, you build trust, earn credibility, and shape your leadership. Here’s how to get ahead of the curve:

Start with smart negotiation. Your offer is more than just a salary — it's also a signal. Of course, you should ask about total comp, but it’s equally important to discuss equity, decision-making power, team resources, and your reporting structure. All of which sets the tone that you’re here to lead.

Clarify what success actually looks like. If you didn’t ask this question during your interview, follow up with the hiring manager to find out: “What does a win look like in the first 90 days?” (You could even send it in your post-interview thank-you note, which yes, is something you absolutely should do.) If the answer sounds vague, it might be your job to define it. In which case, great, you’re already thinking like an exec.

Plot your “listening tour.” Once you’ve accepted the offer, get the lay of the land — before making any big changes. Schedule time with key stakeholders and ask about what’s working, what’s not, and where they see opportunities for increased efficiency and growth. 

PS: Executives remain executives through networking. Now that you’re in the C-club, consider joining groups like Skimm+, our new premium membership, where you can connect with like-minded women and learn from a community who’s been there.