{"schemaVersion":"1.0","exportedAt":"2026-05-15T11:13:16.679Z","occupation":{"soc":"11-1011.00","title":"Chief Executives","group":"Management","sector":"55","jobZone":5,"jobZoneInferred":false},"framework":{"version":null,"description":"Determine and formulate policies and provide overall direction of companies or private and public sector organizations within guidelines set up by a board of directors or similar governing body. Plan, direct, or coordinate operational activities at the highest level of management with the help of subordinate executives and staff managers.","contextCovered":"CEO, COO, CFO, CIO, CTO, executive director, and equivalent roles across private, public, and non-profit sectors; board governance, strategy, capital, and people.","levels":{"emerging":{"label":"Emerging","statements":["An executive's calendar, briefings, and decision queue — manage as chief of staff under direction.","Board materials and pre-reads — assemble accurately for an executive sponsor.","Operating reviews and KPI dashboards — prepare on a recurring cadence under a senior executive.","Cross-functional initiatives — coordinate as a program lead reporting to the C-suite.","Stakeholder maps and meeting notes — produce reliably for an executive principal.","Sensitive correspondence and confidential materials — handle to standard for the executive office.","Strategic frameworks (OKRs, Balanced Scorecard) — apply correctly in a guided rollout.","Quarterly business reviews — coordinate inputs across functions for a senior executive.","Investor or board Q&A binders — compile to the principal's specifications.","Executive communications (drafts, talking points) — produce in the principal's voice with editing."]},"developing":{"label":"Developing","statements":["A single function or business line — lead with P&L responsibility under a CEO or COO.","Functional strategy — set and execute against group-level direction over an annual cycle.","Senior managers in a function — hire, develop, and hold accountable.","Cross-functional dependencies — negotiate and resolve at the VP level.","Major customer or partner relationships — own and grow within a defined portfolio.","Functional budgets and capital requests — build, defend, and manage to plan.","Board updates within a domain — author and present credibly in the boardroom.","Operating reviews for the function — design and run with substance.","Crisis response within the function — lead with composure and clarity.","Talent and succession within the function — plan and act on annually."]},"proficient":{"label":"Proficient","statements":["An entire enterprise or significant operating unit — lead end-to-end with full P&L accountability.","Annual and multi-year strategy — set, communicate, and execute across the organization.","Executive team — recruit, calibrate, and develop into a high-functioning group.","Board governance and committee work — manage with the chair across regular and ad-hoc demands.","Capital structure and major investment decisions — frame and drive to closure with the CFO and board.","Investor, regulator, and major customer relationships — represent the enterprise externally.","Material risks (financial, regulatory, operational, reputational) — identify, escalate, and govern.","M&A, partnerships, or major restructurings — lead through to integration or completion.","Culture and values — set the tone and hold the executive team accountable for living them.","Performance against the operating plan — drive across functions through executive cadence."]},"advanced":{"label":"Advanced","statements":["Long-horizon strategy in volatile markets — set, defend, and adapt with the board.","Industry positioning and external narrative — shape through media, policy, and peer forums.","Successor pipelines and CEO-ready talent — develop with the board over multi-year horizons.","Existential risks and crises (financial, cyber, geopolitical) — lead the enterprise through with composure.","Enterprise-wide transformation — design, fund, and see through to outcomes over multiple years.","Board composition and governance maturity — partner with the chair on multi-year evolution.","Capital allocation across the portfolio — set the framework and trade-offs at scale.","Public policy, regulatory, and stakeholder coalitions — engage at industry and national level.","Mission, purpose, and long-term value creation — articulate and steward across stakeholders.","Other CEOs and executive leaders — mentor and shape across a sector or community."]}}},"sources":{"onet":"v30.2 (CC BY 4.0)","crosswalk":"https://skillscrosswalk.com","generator":"LER.me"},"attribution":"© EBSCOed"}