I’ve been a Chief of Staff for about five years now, starting my career as a marketing analyst and gradually building my acumen for understanding how businesses—and more importantly, how people—operate. I’ve leveraged my experience working in business and with incredible people to kick off my podcast, Discover Your Potential, and am now starting to think about what’s next for me.
There is no curriculum for getting into this role, nor is there an agreed-upon job description. The role depends on the company, the team, the needs, and much more. This is why I personally find it so exciting. You can have any background and possess the skills required for a Chief of Staff role.
You can also take your experience in this role and apply it to just about anything. I know of Chiefs founding their own companies, writing books, or pivoting industries and careers altogether. For me, I see an opportunity to share the learnings from this role and apply it to personal and professional coaching.
The interesting thing about this role is that success is as much about how it sets you up for the future as it is about the work itself. The key to long-term happiness lies in engaging with projects that stimulate your creativity and inspire innovative thinking to set yourself up for what’s next.
Reflecting on the Role of a Chief of Staff
Chiefs of Staff are the heartbeat of an organization—they have a pulse on nearly everything happening within the business and with the principal they support. They’re in the know, constantly in forums, meetings, and discussions, ensuring that nothing slips through the cracks.
It’s a role that demands operational rigor—the ability to juggle multiple decks, agendas, and a recurring business rhythm. But this need to be everywhere at once can quickly become overwhelming. The danger lies in getting stuck in the shallows, where your focus is consumed by routine rather than growth.
The Trap of Operational Rigor
For Chiefs of Staff, the constant churn of meetings and recurring tasks can lead to a feeling of stagnation. The operational demands of the role, while crucial, often leave little room for creativity or deep, meaningful work. It’s easy to get caught in the cycle of managing the day-to-day without stepping back to consider the bigger picture.
But here’s the thing — without creating space for depth, your growth can be stunted, and you don’t give yourself the opportunity to set yourself up for what’s next. Whether you’re a Chief of Staff looking to grow or a leader seeking to hire one, it’s essential to recognize the incredible value in balancing the operational with the creative. Chiefs are thought partners, and the best thought partner is someone who has the ability to think creatively.
Finding the Balance: Recurring vs. Rewarding
To truly thrive in the role, it’s about striking the right balance between what I call the recurring and the rewarding.
Recurring: This is the business rhythm—the meetings, reports, and ongoing tasks that keep the company running smoothly. It’s the operational backbone allowing principals to understand every metric in their business.
Rewarding: This is where the magic happens. Engaging in deep work like leading one-off projects, collaborating with leaders from other parts of the company, or spearheading a new initiative from start to finish not only allows Chiefs to flex their creative muscles but also provides a great path for a next career interest.
Actionable Tips for Chiefs of Staff and Leaders
For Chiefs of Staff:
Prioritize Deep Work: Work with your principal to block time in your schedule specifically for deep work. Whether it’s dedicating one afternoon a week to strategic projects or setting aside time each day for creative thinking, make it a non-negotiable part of your routine.
Seek Out Cross-Functional Projects: Look for opportunities to work with other departments or leaders. These projects can provide fresh perspectives and help you build relationships across the organization, adding depth to your role and offering a possible next step for your career.
Challenge the Status Quo: Don’t be afraid to question existing processes or suggest new ways of doing things. Your unique position gives you insights that can drive meaningful change.
For Leaders Hiring a Chief of Staff:
Value Strategic Thinking: When interviewing candidates, look for those who not only excel at managing the day-to-day but also demonstrate the ability to think strategically. Ask about their experience with deep work and leading projects. How did they balance the deep work and business rhythm?
Create Space for Growth: Ensure that the role you’re offering includes opportunities for deep work. Encourage your Chief of Staff to take on projects that stretch their abilities and allow them to grow beyond the operational tasks. Your job as a leader is to continue their growth and create a path for their career beyond their current skill set.
Balance Your Culture: Consider whether you foster a culture where deep work is valued as much as operational efficiency. Recognize and reward efforts that go beyond the routine and contribute to the long-term success of the organization. Pay attention to individuals doing work outside of their normal scope.
Depth Over Distance
Success in the Chief of Staff role isn’t just about how much you can handle or how quickly you can move up the ladder. It’s about how deeply you can engage with the work that truly matters and how your creativity leads to value. Going back to my earlier point, giving yourself the space to do this work sets you up for the future.
Before you get swept up in the day-to-day, take a step back and ask yourself if there’s more value in going deep rather than just keeping up.
-Alexis Nolan
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