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Chief of Staff Network

Leveling FrameworkTM

A guide to understanding and communicating CoS roles

introduction

Whether you’re a CEO, an employee, or even a Chief of Staff (CoS) yourself, the CoS role remains misunderstood, primarily due to its flexibility and variance across different organizations. Typically, a CoS serves as a trusted advisor and right-hand person to the CEO or another senior executive, handling a wide range of responsibilities that might include strategic planning, internal communication, program management, and special projects.

Unlike other jobs with clearly defined duties, a CoS must adapt to the specific needs of the executive they support and the company’s shifting priorities. This often leads to inconsistencies between the initial job description and the reality of the work to be done.

Additionally, Chiefs of Staff come from a variety of professional backgrounds and bring different amounts of experience and skills to the table. The “Chief” in CoS can be deceptive, as not every CoS is at the CXO level. Despite sharing the same title, CoS are operating with varying amounts of influence & ownership and therefore at different levels within their companies. 

tABLE OF CONTENTS

01
Why We Created The Framework
02
What's New in V2
03
Company Headcount and CoS Levels
04
 Using the Framework
05
The Chief of Staff Leveling Framework™
06
Competency Variations by Level
07
Chief of Staff Leveling Framework™ Cheatsheet

Why We Created The Framework

For years, our Chief of Staff Leveling Framework™ has brought clarity and structure to the CoS role. By establishing clear stages of progression and associated competencies, the framework has helped:

CoS themselves

Define their career path and set
expectations around growth.

Hiring Managers

Support recruitment and retention
by aligning the role with benchmarks.

Human Resources

Create market standards for the role to
enable training and development, as well
as compensation guidelines.

The Company

Understand what is in- vs. out-of-scope
for the Chief of Staff to work on and how
to best collaborate with them.

What's New in V2

This year, we’re releasing the long-awaited v2 of our Framework, based on data collected from 100s of CoS. These responses
have enabled a significant evolution of our framework, helping us catalog more competencies and track shifts in skills by level. 

Increasing the Number of Levels

In a change from our Framework v1, we now have 6 levels rather than 5. 
1. Analyst / Associate
2. Sr. Associate/  Jr.Manager
3. Manager/Sr Manager
4. Director
5. Vice President
6. CXO
We made this change in order to provide more granularity at the most senior levels of the CoS role. We previously did not have a VP role between Director and CXO; however, in our Pathways report, we learned that many CoS at large enterprises in fact fill a VP role. Therefore, we have corrected this in the Framework v2.
Company Headcount and CoS Levels
Company size is a key reason that the Chief of Staff role takes on vastly different forms. 

The accompanying chart shows, on a logarithmic scale, maximum reported company headcount versus the self-reported seniority of respondents (for data nerds, the mean reported company headcount plotted the same curve but didn’t hit 100k in headcount, hence the decision to show max).

Here’s what we can glean:

Junior Talent
Level 1 and 2 are prevalent at smaller companies, which implies that those companies may be willing to bet on unproven talent; it may also indicate that junior hires are more willing to work in amorphous settings with nascent processes and tools.
Middle Management
Level 3 and 4 are prevalent at the largest companies, which makes sense on its face. Large enterprises have numerous departments and layers of hierarchy; therefore they may require CoS to perform middle management functions to create alignment across the business.
Executives
The presence of Level 5 and 6 at somewhat smaller enterprises than Level 3 and 4 is intriguing. It emphasizes the difficulty of becoming an executive at the largest companies in the world; instead, joining a company a scale of magnitude smaller might be a better way to become a CXO.
Note:
in this report, we will use “company” and “department” interchangeably in certain instances. At the largest firms, there may be numerous CoS who report into departmental SVPs; their scope would be the department, rather than the entire company. 

Using the Framework

Below, you’ll see various dimensions of competency for CoS roles, broken down by Level. For each, highlight or circle each dimension based on the level that feels most appropriate to your current position, using the Cheatsheet below.

You may find your perception of your position straddles multiple levels. Even with the Leveling Framework™ helping you, CoS roles are idiosyncratic; they cannot be completely simplified. Instead, you can use blurriness between Levels to identify where you want to go, how you need to grow, and chart the path to get there:
  • Where do you believe you are ahead for each dimension of growth?
  • Where are you behind?
  • What do you need to improve?
  • What areas with your principal, Senior Leadership Team, or organization present the best opportunity for further development?
Bonus: Have your Principal complete the same exercise. Compare the results and discuss any points of disagreement or open questions together.
In order to track the various competencies across levels, we’ve created this cheatsheet for you to use. You can use it to better understand how your skills compare to each Level.
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The Chief of Staff Leveling FrameworkTM

Core Competencies

Certain skills are required of the CoS role at all Levels. We’ll cover those specific items in this section.

#1 Relationship with Principal

Which of these best describes your relationship with your principal?
A
I take explicit direction from my principal on most work
B
I manage my own work with regular check-ins with my principal
C
I manage my own work with occasional check-ins with my principal
D
I have minimal operational supervision from my principal
E
I operate completely independently from my principal

72%

of respondents indicated choices B and C, that they manage their own work while checking in with their principal.
In fact, choice B was the most selected response both overall and individually within 5 of the 6 Levels. Choices A and E were vanishingly rare, both in the low single digits of response rate, indicating that neither are CoS taking explicit direction nor are they completely independent.
As a growth consideration, investigate what less supervision from your principal would look like. Is that something you want? Could your workplace support that growth pathway?

#2 Primary Directive

Which of these best describes your primary directive at work?
A
To manage my own projects related to top-level company goals
B
To scope my principals priorities into projects and execute them
C
To be my principal’s proxy on complicated cross-functional projects
D
Taking projects off my principal’s plate to expand their time
E
Optimizing my principal’s time

38%

Accounting for 38% of responses, Choice A: “To manage my own projects related to top-level company goals” was the most selected response overall
and the most common at 5 of the 6 Levels. This indicates that Chiefs of Staff do have some leeway to select what they work on so long as those projects tie to major company goals. 

There were two interesting outliers in the responses here:

At Level 3 (Mgr. / Sr. Mgr), most
respondents chose “To scope my
principal's priorities into projects
and execute them”
At Level 4 (Director), the second largest group of respondents chose “Taking
projects off my principal's plate to
expand their time”
These outliers, taken together with the Headcount vs. Level graph, tell us a great deal about the CoS role within large companies, where Level 3 and 4 are commonly found. In such firms, it appears likely that the CoS role more than any other setting is about truly supporting the principal. In other company sizes, the CoS role may be conflated with BizOps, Special Projects, or other Strategy & Ops roles, whereas at the largest enterprises, the “CoS as force multiplier” archetype seems to hold true.
To grow in a startup environment, think about how you can move away from pure support of your principal to managing your own projects.

At a large enterprise, consider how you can become an even bigger force multiplier for your principal by scoping and executing projects based on their priorities.

#3 Level of Influence

My influence at my company is best described as:
A
I manage people or otherwise dictate work directly
B
I have strong relationship and influence across the firm
C
I manage by influencing my entire leadership team
D
I manage by influencing my principal
E
Strong relationships but low inflience across the firm

47%

The most common response at all Levels, accounting for 47% of all responses, was “I have strong relationships and influence across the firm",  followed by “I manage by influencing my entire leadership team” (24%). 
This tells us that most CoS are quite influential at their companies, but do not directly manage teams. Only 14% of respondents indicate Choice A. 
To advance, consider how you can expand your sphere of influence. Can you jump from influencing your principal to the whole leadership team? Is there an opportunity to manage people directly, perhaps by building an Exec Office for your principal?

#4 Typical Projects

I typically spend my time on projects that sound like:
A
Ensuring my principal is working on the most important items
B
Creating investor updates and critical presentations for my principal
C
Initiate and manage the OKR process across my company
D
Run urgent, important special projects across teams
E
I am empowered to make strategic, company-wide decisions on my CEO’s behalf.
By far the most common response was Choice D: “Run urgent, important special projects across teams.”
Indeed, it was the most common response in each of Level 1 - 5. This suggests that a key skill of CoS, regardless of company size, is to tackle critical, cross-functional projects on behalf of their principal.

At Level 6 (CXO), while Choice D was a common response, the most common was Choice E: “I am empowered to make strategic, company-wide decisions on my CEO's behalf.” Obviously, the most senior CoS have the power to change the company, given their firm-wide influence, trust with their principal, and strategic acumen.
As a growth path, consider how you might move away from smaller, more frequent tasks (energy audits for your principal, investor updates, etc) to larger, less frequent but higher stakes projects. Often the OKR process is a Chief of Staff's initial foray into a company-wide project.

Competency Variations by Level

While we saw the Core Competencies above that remain stable by Level, we will now look at the more interesting part of the
Leveling Framework™ – how competencies change by Level. Advancement corresponds to these traits.

#1 Decision-Making Authority

I am not involved in strategic decision making
I implement strategic decisions
I provide meaningful input on strategic decisions
I am a key influencer on strategic decisions
1: Analyst / Associate
2: Sr. Assoc. / Jr. Manager
3: Manager / Sr. Manager
4: Director
5: Vice President
6: CXO / Executive
Unsurprisingly, Chiefs of Staff have increased decision-making authority at higher levels of seniority:
Level 1
These individuals are typically not involved in strategic decision-making. Their focus is more on support and execution of predefined tasks rather than contributing to high-level strategy.
Level 2
At this level, Chiefs of Staff begin to implement strategic decisions. They take the strategies developed by senior leadership and execute them, bridging the gap between planning and action.
Level 3 and 4
Chiefs of Staff at these levels provide meaningful input on strategic decisions. They are trusted to contribute their insights and expertise to the decision-making process, reflecting a higher degree of involvement and responsibility.
Level 5 and 6
These top-tier Chiefs of Staff are key influencers in strategic decisions. They play a critical role in shaping the direction of the company, leveraging their experience and deep understanding of the business to drive strategic initiatives.
This progression underscores a clear trend: as Chiefs of Staff advance in their careers, their involvement in and authority regarding decision-making deepens. From implementing strategies to influencing and shaping them, each level signifies a step towards greater responsibility and impact on the organization’s future.
In order to progress, try to take bigger and bigger decisions off your principal’s plate. The more and bigger decisions you can take on, the more credibility you’ll earn to make yet bigger decisions.

#2 Strategic Thinking

Anticipates and manages risks and opportunities
Leverages data analysis and uses business intelligence tools to inform planning
Understand business financials & models the impact of strategy on profit
Develops strategic plans that align with the organization’s goals and objective
Provides strategic advice to senior leadership
1: Analyst / Associate
2: Sr. Associate / Jr. Manager
3: Manager / Sr. Manager
4: Director
5: Vice President
6: CXO / Executive
When we asked Chiefs of Staff about Strategic Thinking, we saw an interesting split between the lower and upper levels, in which Level 1-3 focus more on tactics and Level 4-6 focus more on actual strategy:
Level 1
Entry-level CoS do not develop strategy but rather support its implementation through risk management on projects, identifying pros and cons regarding implementation choices, and using data to inform planning.
Level 2
At this level, CoS go beyond standalone analyses and risk management to develop a holistic picture of how strategic choices affect the top and bottom line of the business.
Level 3
At the Manager level, CoS expand on the strategic acumen of Level 2 to actually develop plans that the organization follows. However, they still do some of the tactical work of data analysis and scenario planning.
Level 4-6
At the more senior levels, CoS are typically removed from tactical implementation details. Instead, they focus on the interplay of their financial acumen, planning abilities, and influence on executives to push the business in a certain direction. At Level 4 and above, CoS can be considered authors of company / department strategy in their own right.
As a growth path, develop a holistic sense of how various KPIs drive your financial model. From there, you can begin coming up with strategic plans and cases to move those KPIs and ultimately drive profitability.

#3 Cross-Functional Management

Implements tools & automation to improve the functioning of the organization
Develops and implements policies and processes
Unblocks the day-to-day operations of the organization by breaking silos between teams and departments
Project manages the organization’s budget and resources
1: Analyst / Associate
2: Sr. Associate / Jr. Manager
3: Manager / Sr. Manager
4: Director
5: Vice President
6: CXO / Executive
With regard to cross-functional management, here’s what we learned from our respondents.
Level 1
Entry-level CoS, again, are focused on tactical work, namely implementing tools and processes to improve how the organization operates.
Level 2-5
In these middle levels, CoS design and implement policies and processes, but step away from direct implementation of tooling. Instead, they use their influence to work across teams and break siloes, enabling better collaboration and information sharing.
Level 6
While executive CoS have the same responsibilities as their managerial counterparts, only they have any meaningful control over the budget and resource allocation of their firm / department.
In order to level up, determine how you can move beyond the tactical implementation of policies and procedures to cross-functional project management. By showing you can break silos and deliver efficient outcomes for the business, you will develop greater influence internally.

#4 Stakeholder Management

Manages key recurring meetings such as All Hands, Board Meetings, Leadership Meetings, etc.
Builds and maintains relationships with key Stakeholders, including customers, partners, and investors
Represents the organization at external events and meetings
1: Analyst / Associate
2: Sr. Associate / Jr. Manager
3: Manager / Sr. Manager
4: Director
5: Vice President
6: CXO / Executive
Stakeholder management is a critical competency of Chiefs of Staff, with all levels handling it:
Level 1-4
From entry-level to senior-middle management, CoS focus on keeping the organization aligned via All Hands, Board Meetings, Leadership Team meetings, and other recurring “rhythm of business” activities.
Level 5-6
At the most senior levels, CoS begin developing relationships with external stakeholders, such as investors, partners, and customers.
At no level do CoS represent the organization externally – they never serve as the external face of the firm, a job that is often left to their principal. (While some CoS cited this responsibility, it was quite rare.)
To grow this competency, determine how you might be able to automate parts of the “rhythm of the business” so that you can focus on relationship-building in and out of the firm.

#5 Leadership

Independently designs and manages own workstreams
Motivates and inspires team members
Creates a positive & productive work environment for staff of all levels
Provides leadership & guidance to the organization’s team, including having hard conversations as needed
1: Analyst / Associate
2: Sr. Associate / Jr.Manager
3: Manager / Sr. Manager
4: Director
5: Vice President
6: CXO / Executive
A Chief of Staff’s leadership responsibilities grow as they ascend levels, unsurprisingly:
Level 1
Entry-level CoS have some ability to design how they get their work done, but little leadership beyond that.
Level 2
At this level, CoS begin to develop the ability to motivate team members and get things done through organizational influence.
Level 3-4
At the middle management levels, CoS have some ability to change the workplace, turning it into an enabling environment for staff to do their best work.
Level 5-6
The most senior CoS are considered organizational leaders in their own right. They have the ability to counsel everyone from individual contributors to CXOs. They can provide coaching and conversely may be the driving force behind reductions in force (RIFs).
To level up, find time with teammates across the business. Learn what motivates them and develop a sense for the pulse of the organization. Become a culture champion by enabling staff to do their best work.

#6 Communication

Writes and speaks clearly and persuasively; listens actively to others
Communicates effectively with team members, stakeholders, and the public using varied yet appropriate channels
Acts as a key advisor and confidant to principal and other members of the executive team.
1: Analyst / Associate
2: Sr. Associate / Jr.Manager
3: Manager / Sr. Manager
4: Director
5: Vice President
6: CXO / Executive
Here’s what we learned about how CoS communicate with their organizations based on their Level:
Level 1-4
This level is separate from the others in that they do not serve as an advisor / confidant to the executive team, instead focusing on active listening, clear communication, and managing appropriate channels.
Level 5-6
Given the presence of all 3 skills at 5 out of 6 levels, it’s obvious that Communication is a key function of serving
as a Chief of Staff.
Developing your own executive presence is the key way to level up on Communication.

#7 Problem-Solving

Thinks critically and creatively, identifying solutions that others have not thought of
Identifies and solves problems effectively by tracking metrics and trends
Makes sound decisions by developing robust business cases
1: Analyst / Associate
2: Sr. Associate / Jr.Manager
3: Manager / Sr. Manager
4: Director
5: Vice President
6: CXO / Executive
Problem-Solving is another critical skill for Chiefs of Staff:
Level 1
At entry level, CoS are expected to have impeccable critical thinking skills, reasoning about problems in novel ways to find unexpected solutions.
Level 2-4
At the middle levels, Chiefs of Staff add the competency of using metrics and trends to identify problems, uncover anomalies, and build rationale for solutions.
Level 5-6
At the highest levels, problem solving ends up being about persuasion and organizational alignment; therefore, the most senior CoS create unassailable business cases to persuade others of their solutions.
To grow your problem-solving abilities, use metrics to identify problems, come up with clever solutions (the “50 uses for a brick” exercise helps with creativity), and then choose a solution to write an airtight business case for.

#8 Adaptability

Adapts too changing circumstances by reshuffling priorities and getting alignment from other
Is relentlessly resourceful, trying numerous possible solution to overcome problem
Knows when to take on/ lead a new project vs when to postpone/ delegate
Sets personal boundaries to maximize effective performance and/or to avoid burn-out
1: Analyst / Associate
2: Sr. Associate / Jr. Manager
3: Manager / Sr. Manager
4: Director
5: Vice President
6: CXO / Executive
Adaptability is the final skill we looked at for CoS:
Level 1
These CoS are often taking direction from their principal. Therefore, when their principal inevitably changes their focus, the CoS must be able to rapidly context-switch and readjust priorities.
Level 2-4
Mid-level CoS not only possess the same context-switching / reshuffling skills but also layer on resourcefulness; it’s common for CoS to be dropped into unfamiliar problems and be expected to come out with a solution.
Level 5-6
Senior CoS have more flexibility: often they run a whole office for their principal, enabling them to delegate or postpone work in ways that more junior CoS cannot.
To advance this competency, focus on finding ways to gain leverage: how can you use others to expand the amount of work you get done, whether you directly manage those people or not?
Thanks for reading the second iteration of our Chief of Staff Leveling Framework™.

The Chief of Staff Leveling FrameworkTM Cheatsheet

In order to track the various competencies across levels, we’ve created the cheatsheet below for you to use. You can use it to better
understand how your skills compare to each level.
Let us know what we should include for our next iteration of this report. With your feedback, we can better identify and explain the skills, behaviors and knowledge needed to perform best in the role at different Levels.
Share your questions or comments with us on social media!
 Just explored the new Chief of Staff Leveling Framework v2 form @_chiefofstaff_! A must-read for all Chiefs of Staff looking to define and advance their careers. Check it out here:
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