Occupation · SOC 11-1011
Chief Executives
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.
Median wage
$206,420
$73,710–—
Projected growth
+4.3%
Average growth
Annual openings
1,330
per year
Employed (US)
211,850
Job Zone 5
Typical preparation
Extensive preparation
Stackable credential programs
3,966 mapped
Core skills
Judgment and Decision MakingComplex Problem SolvingCritical ThinkingManagement of Personnel ResourcesSpeakingManagement of Financial ResourcesSystems EvaluationCoordination
Knowledge areas
Administration and ManagementPersonnel and Human ResourcesEnglish LanguageCustomer and Personal ServiceEconomics and Accounting
Technology & tools
Document management softwareData base user interface and query softwareContent workflow softwareCustomer relationship management CRM softwareAccounting software
Representative tasks
Direct or coordinate an organization's financial or budget activities to fund operations, maximize iConfer with board members, organization officials, or staff members to discuss issues, coordinate acPrepare budgets for approval, including those for funding or implementation of programs.
Competency framework
Skill expectations by proficiency level.
emerging
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
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
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
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.
Also known as
113 alternate job titles map to this occupation.
Superintendent, RecreationDirector, Unemployment InsuranceFinance Vice President (Finance VP)Aeronautics Commission DirectorCommissioner, Conservation of ResourcesCommunity-Services-and-Health-Education OfficerCommissioner, Public WorksDirector, TranslationGovernment Service ExecutiveRoad CommissionerDirector, Licensing and RegistrationPublic Works DirectorDirector, Council On AgingDirector, Arts-and-Humanities CouncilLaw Enforcement DirectorRailroad CommissionerDirector, Field RepresentativesConsumer Affairs DirectorHousing-Management OfficerChief Operating Officer (COO)Director, RevenueChief Nursing Officer (CNO)Executive Vice President (EVP)Liquor CommissionerDirector, Aeronautics CommissionWelfare DirectorManager, Regulated ProgramForeign-Service OfficerPublic Works CommissionerEmployment Services DirectorChief WardenFinancial Responsibility Division DirectorDirector, ComplianceChief, Fishery DivisionManager, Brokerage OfficeCounty CommissionerCorrectional Agency DirectorCEO (Chief Executive Officer)Police CommissionerLicensing and Registration Director