C-Level Executives: Positions, Habits & How They Succeed

Learn what C-level executives do, the most common C-suite positions, and 10 research-backed habits that drive their success.

What Is a C-Level Executive?

A C-level executive, also known as a C-suite executive, is one of the highest-ranking leaders in an organization, responsible for setting company strategy and making decisions that affect the entire business. The “C” stands for “Chief,” and these roles report directly to the board of directors. Understanding what C-level executives do—and how they operate—can help you navigate corporate hierarchies, communicate with senior leaders, and build the habits that drive executive-level success.

A Harvard Business School study by professors Michael Porter and Nitin Nohria tracked 27 CEOs of billion-dollar companies, logging time in 15-minute increments across 60,000 hours of data. The results paint a vivid picture of life at the top:

• CEOs conducted business on 79% of weekend days
• They did some work on 70% of vacation days
• They averaged 62.5 hours per week
• They slept an average of 6.9 hours per night

These numbers raise a question worth exploring: what habits allow C-level executives to sustain that pace—and still make effective decisions?

This guide covers the most common C-level positions (plus emerging roles), the corporate hierarchy that surrounds them, and 10 research-backed habits that separate the most effective executives from the rest.

The Most Common C-Level Positions

While dozens of C-suite titles exist, here are the core roles you’ll find at most large organizations:

Chief Executive Officer (CEO)

The CEO is the top-ranking executive in a company, responsible for overall strategy, vision, and serving as the public face of the organization. CEOs make high-stakes decisions about company direction, report to the board of directors, and set the tone for the entire organization’s culture.

Well-known CEOs include Satya Nadella (Microsoft), Tim Cook (Apple), and Mary Barra (General Motors).

Chief Operating Officer (COO)

The COO is typically the second-highest executive, responsible for daily operations and executing the CEO’s strategic vision. COOs oversee recruiting, production, revenue operations, and cross-departmental coordination. Think of the COO as the person making sure the strategy actually gets implemented on the ground.

Chief Financial Officer (CFO)

The CFO leads all financial planning, risk management, financial reporting, and compliance. They advise the CEO on financial risks and opportunities, manage the company’s portfolio and accounting, and ensure regulatory compliance. In public companies, the CFO plays a critical role in investor relations and financial transparency.

Chief Technology Officer (CTO)

The CTO focuses on external-facing technology, product development, and R&D. They evaluate emerging technologies, decide which ones the company should adopt, and ensure the tech stack supports the company’s strategic goals. In smaller companies, the CTO and CIO roles are often combined.

Chief Marketing Officer (CMO)

The CMO is the executive responsible for connecting the company to its customers. They lead brand strategy, oversee marketing operations, and work alongside the CEO and board to drive growth. CMOs manage teams of directors and senior managers across brand positioning, customer experience, market research, and revenue-driving initiatives.

Chief Content Officer (CCO)

The CCO oversees all content strategy and media production—from blog posts and advertisements to video and audio. They track performance metrics, coordinate content teams, and ensure all published material aligns with brand voice and business objectives.

Chief Information Officer (CIO)

The CIO leads internal IT decision-making and manages teams of IT specialists who implement digital infrastructure. Unlike the CTO (who focuses outward on products), the CIO focuses inward—improving internal processes, systems, and automation so the company runs smoothly.

Chief Human Resources Officer (CHRO) or Chief People Officer (CPO)

The CHRO runs all human resources functions: talent acquisition, employee training, retention strategy, diversity initiatives, and career development paths. They ensure the company attracts and keeps top talent by building a workplace culture where people want to stay.

Emerging C-Suite Roles

The C-suite is expanding. According to Deloitte research, environmental, social, and governance-related C-suite roles grew 230% between 2018 and 2023. Newer titles include:

• Chief AI Officer (CAIO): Leads AI strategy, ethical deployment, and integration across departments. A Futurum Group study found that 77% of AI decisions are now made by C-suite executives.
• Chief Sustainability Officer (CSO): Drives ESG strategy, carbon reduction, and sustainability goals
• Chief Data Officer (CDO): Oversees data governance, analytics, and privacy
• Chief Information Security Officer (CISO): Manages cybersecurity and data protection

What Are the Levels of the Job Title Hierarchy?

C-level executives sit at the top of a broader corporate structure. Here’s how the levels typically break down:

Level	Title Examples	Focus
C-Level	CEO, CFO, COO, CTO, CMO	Organization-wide strategy
V-Level (Vice Presidents)	EVP, SVP, VP	Large divisions or business units
D-Level (Directors)	Director, Senior Director	Functional departments
B-Level (Managers)	Manager, Senior Manager, Team Lead	Daily execution and people management
Senior Contributors	Senior Analyst, Lead Engineer	Expert-level individual work
Mid-Level Contributors	Analyst, Coordinator, Specialist	Core task execution
Entry-Level	Associate, Assistant, Junior	Learning and support

Is C-level higher than VP? Yes. C-level executives outrank vice presidents. VPs typically report to C-suite executives or to the board. An EVP (Executive Vice President) is higher than a standard VP but still below C-level.

What is the next position after Director? Vice President. This jump is often described as a major leap rather than a simple step up—it marks the transition from departmental management to executive leadership.

How Much Do C-Level Executives Make?

C-suite compensation varies enormously by company size, industry, and role. Here’s a general snapshot:

Large public companies (S&P 500):

• CEO: Average total compensation of roughly $18.9 million (including equity). The CEO-to-worker pay ratio reached 285:1.
• CFO/COO: Roughly $3–10 million total
• CTO/CMO: Roughly $2–8 million total

Mid-market companies:

• CEO: $300K–$2 million (more cash-heavy, less equity)
• Other C-suite: $200K–$500K

Over 65% of Fortune 500 executive compensation is equity-based (stock options and RSUs), not cash salary. This means total compensation is heavily tied to company performance.

10 Habits of Successful C-Level Executives

What separates the most effective C-suite leaders from the rest? Below are 10 research-backed habits drawn from studies of real executives.

#1. Use the Goal Wheel for Balanced Goal-Setting

Successful executives don’t just set goals—they set balanced goals across every area of their life. The tool many use is called a Goal Wheel (also known as a Wheel of Life), a visual self-assessment that prevents tunnel vision.

How to build your Goal Wheel:

1. Draw a circle divided into 8 segments, each representing a life area: Career, Health, Finances, Relationships, Fun, Personal Growth, Physical Environment, and Family
2. Rate your satisfaction in each area from 1 (center) to 10 (outer edge)
3. Connect the dots to see the shape—a lopsided wheel reveals where your life is out of balance
4. Set goals for the 2–3 lowest-scoring areas to “round out” the wheel

Here’s the catch: research by NYU psychologist Gabriele Oettingen found that simply fantasizing about success can actually sap your motivation. When you vividly imagine achieving a goal, your body relaxes as if you’ve already crossed the finish line—your blood pressure drops and your energy decreases.

The fix is a technique called WOOP (Wish, Outcome, Obstacle, Plan):

1. Wish: Name your goal in a few words
2. Outcome: Vividly imagine the best possible result
3. Obstacle: Identify the main internal barrier (fear, procrastination, self-doubt)
4. Plan: Create an if-then response: “If [obstacle occurs], then I will [specific action]”

Research shows students using WOOP nearly tripled their study time compared to a control group. The technique works because it pairs your vision of success with a clear-eyed look at what’s standing in the way.

Action Step: Draw your Goal Wheel today. Pick the lowest-scoring area and run it through WOOP before the end of the week.

#2. Read with Intention

Bill Gates reads about 50 books per year. Warren Buffett estimates he spends roughly 80% of his working day reading and thinking. A study of S&P 500 CEOs found that half read daily for anywhere from 20 minutes to 5.5 hours, with 75% preferring morning reading sessions.

But the habit isn’t about volume—it’s about intention. Here’s how top executives approach reading:

• Be career-specific. If you’re in a rapidly changing field like cybersecurity, AI, or finance, dedicated reading time keeps you ahead of shifts that competitors miss.
• Cut low-value reading ruthlessly. Time spent on negative news or aimless scrolling is time stolen from books that sharpen your thinking.
• Use audiobooks strategically. Research suggests audiobooks can be roughly as effective as reading for comprehension—as long as you’re not multitasking. Reading on paper may give you a slight edge for recall, so use audiobooks for lighter material and save print for content you need to remember.
• Replace evening screen time with a book. This single swap often dramatically increases the number of pages read per week while improving sleep quality.

Action Step: Set a daily reading goal of 10 minutes or 2 pages. Start tomorrow morning before checking your phone.

#3. Apply the 70% Decision Rule

In his 2016 shareholder letter, Jeff Bezos shared a principle that changed how Amazon makes decisions: act when you have about 70% of the information you wish you had.

The logic is counterintuitive. Most people wait until they feel 90% certain before deciding. But Bezos argues that waiting for near-certainty makes you dangerously slow:

“If you’re good at course correcting, being wrong may be less costly than you think, whereas being slow is going to be expensive for sure.”

The key distinction is between two types of decisions:

• Type 1 (irreversible): Major commitments like acquisitions, layoffs, or market exits. These deserve deep analysis and more information.
• Type 2 (reversible): Most daily decisions—hiring for a role, testing a new process, launching a feature. These can be course-corrected, so speed matters more than perfection.

The CEO Genome Project, which analyzed over 17,000 C-suite executives, confirmed this: decisiveness was one of the four core behaviors that predicted CEO success. High-performing CEOs didn’t make better decisions—they made decisions faster and course-corrected when needed.

Action Step: The next time you’re stuck on a decision, ask: “Is this reversible?” If yes, set a 24-hour deadline to decide with the information you have.

#4. Leverage the Beginner Effect

Climbing the corporate ladder takes time—the CEO Genome Project found the average CEO takes 24 years from their first job to the corner office. But here’s what’s surprising: only 7% of successful CEOs attended Ivy League schools, and “sprinters” who got there faster shared a common trait—they actively sought fresh perspectives.

Beginners bring something executives can’t manufacture: unfiltered thinking. They haven’t learned what’s “impossible” yet, so they ask questions that veterans stopped asking years ago.

The best C-level executives actively cultivate this. When Satya Nadella took over as Microsoft CEO, he replaced the company’s “know-it-all” culture with a “learn-it-all” culture. His first company-wide email used the word “we” 45 times and “I” only 4 times—signaling that the best ideas could come from anyone.

Whether you’re a beginner or a senior leader, the application is the same:

• If you’re early in your career: Don’t stay quiet in meetings. Your fresh perspective is exactly what experienced leaders need.
• If you’re a manager or executive: Regularly ask junior team members for their unfiltered take on problems. Create channels where honest feedback flows freely.

Action Step: This week, ask someone with less experience than you: “What’s one thing about how we do things that doesn’t make sense to you?”

#5. Protect Your Peak Hours

Tim Cook wakes before 4 AM. JPMorgan’s CEO starts at 5 AM. About 64% of U.S. CEOs wake by 6 AM, and nearly 90% are up by 7 AM.

But the real lesson isn’t about waking up early. It’s about protecting your most productive hours—whenever they fall.

Research on circadian rhythms shows that sleep is most restorative when it aligns with your body’s natural clock, which is influenced by your chronotype. Some people are biologically wired for early mornings; others do their best work late at night. Forcing yourself into someone else’s schedule can backfire—leading to weight gain, foggy thinking, and reduced performance.

What actually matters:

1. Identify your chronotype. When do you naturally feel most alert and creative? That’s your peak window.
2. Protect that window ruthlessly. Block it for your most important, cognitively demanding work. No meetings, no email, no interruptions.
3. Keep a consistent schedule. The Harvard CEO study found that consistency—not a specific wake-up time—was the common thread among high-performing executives.

Action Step: Track your energy levels every 2 hours for one week. Note when you feel sharpest. Then block that window on your calendar as “Focus Time” and defend it.

#6. Schedule Productive Play Breaks

Productivity doesn’t come from grinding nonstop. A meta-analysis in PLOS ONE analyzing over 2,300 participants found that micro-breaks of under 10 minutes significantly boost energy and reduce fatigue—and the effect is strongest for creative tasks.

Why? When you step away from focused work, your brain activates the Default Mode Network—the neural system responsible for creative problem-solving, making unexpected connections, and consolidating memory.

Stuart Brown, founder of the National Institute for Play, spent decades studying adult play and found that play deprivation leads to darkened mood, eroded optimism, and an inability to sustain creativity.

A Stanford study found that walking increased creative output by about 60%—even on a treadmill in a windowless room. The movement itself unlocks creativity, not the scenery.

Here are play break ideas that work in a professional setting:

• Take a 10-minute walk between meetings
• Keep a sketchpad for 5 minutes of doodling
• Do 10 jumping jacks or a quick stretch
• Play a 3-minute word game or trivia challenge
• Bounce a tennis ball against a wall while thinking through a problem

Action Step: Set a recurring timer for every 90 minutes of focused work. When it goes off, take a 5–10 minute play break before your next task.

#7. Build a Positive Feedback Loop

Research consistently shows that positive emotions broaden your thinking and build long-term psychological resources—a concept psychologist Barbara Fredrickson calls the “broaden-and-build” theory. Executives who maintain a positive outlook don’t just feel better—they make more creative decisions and build stronger teams.

The Harvard CEO study found that the most effective CEOs spent 46% of their time with direct reports they trusted—surrounding themselves with people who energized rather than drained them.

Here’s how to build your own positive feedback loop:

• Surround yourself with growth-oriented people. Audit your five most frequent contacts. Do they energize you or drain you?
• Practice the “Three Good Things” exercise. Each morning, name three things you’re grateful for. Research shows this simple practice measurably increases well-being over time.
• Replace negative information inputs. Swap 30 minutes of doomscrolling for a book or podcast that teaches you something useful.

Action Step: Tonight, write down three specific things that went well today. Do this for one week and notice the shift.

#8. Exercise as a Non-Negotiable

The IZA study of S&P 500 CEOs found that half exercised daily, averaging 48 minutes per session—mostly morning cardio. The Harvard CEO study found executives averaged 45 minutes of exercise per day. The researchers concluded: “To sustain the intensity of the job, CEOs need to train—just as elite athletes do.”

This isn’t just about physical health. Exercise improves executive function—the cognitive skills most critical for C-level work: decision-making, working memory, and emotional regulation.

The pattern isn’t a specific type of exercise—it’s consistency. Pick something you’ll actually do five days a week, whether that’s a morning run, a lunchtime walk, or an evening yoga class.

Action Step: Block 30 minutes on your calendar tomorrow for movement. Treat it like a meeting with your most important client—non-negotiable.

#9. Schedule “Think Time”

This might be the most counterintuitive habit on this list. While most professionals pack their calendars wall-to-wall, the most effective executives deliberately schedule blocks of nothing.

Jeff Weiner, who grew LinkedIn from 32 million members to over 560 million as CEO, called buffer time “the single most important productivity tool” he used. He blocked 90 minutes to 2 hours of unscheduled time every day—and when colleagues first saw his calendar, they thought Outlook was broken.

Bill Gates took this further with his famous “Think Weeks”—twice-yearly retreats to a secluded cabin where he read up to 112 papers in seven days with zero distractions. His 1995 “Internet Tidal Wave” memo, which pivoted Microsoft’s entire strategy, came directly from one of these weeks.

The Harvard CEO study supports this: the most effective CEOs spent 43% of their time on proactive, agenda-driven activities rather than reacting to whatever landed on their desk.

How to start:

1. Block one 30-minute “Think Time” slot on your calendar this week
2. Treat it as non-negotiable—no meetings, no email, no phone
3. Use it for strategic reflection: What’s the biggest opportunity you’re missing? What problem keeps recurring?
4. Gradually expand to 60–90 minutes as the habit sticks

Action Step: Open your calendar right now and block 30 minutes of Think Time for tomorrow.

#10. Adopt a Growth Mindset (There Is No Finish Line)

The CEO Genome Project identified four core behaviors that predict CEO success, known as the DARE model:

• Decisiveness: Making decisions quickly with incomplete information
• Adaptability: Adjusting strategy when circumstances change
• Reliability: Consistently delivering on commitments
• Engagement: Aligning teams around a compelling vision

Notice what’s missing: perfection. The most successful executives don’t aim for a flawless track record. They aim for continuous improvement.

The CEO Genome researchers found that “sprinters”—executives who reached the C-suite faster than average—used three specific career catapults:

1. Go Small to Go Big: Taking a role at a smaller company for broader responsibility (60% of sprinters did this)
2. Make a Big Leap: Saying yes to a role they didn’t feel ready for
3. Inherit a Big Mess: Voluntarily taking on failing divisions or turnaround situations

Every one of these moves involves discomfort and risk. That’s the point. Growth happens at the edge of your comfort zone, not in the center of it.

Action Step: Identify one “stretch” opportunity available to you right now—a project nobody wants, a cross-functional role, a presentation to senior leadership. Volunteer for it this week.

Frequently Asked Questions

What are all the C-level positions?

The most common C-level positions are CEO (Chief Executive Officer), COO (Chief Operating Officer), CFO (Chief Financial Officer), CTO (Chief Technology Officer), CIO (Chief Information Officer), CMO (Chief Marketing Officer), CHRO (Chief Human Resources Officer), and CCO (Chief Content or Compliance Officer). Emerging roles include CAIO (Chief AI Officer), CSO (Chief Sustainability Officer), CDO (Chief Data Officer), and CISO (Chief Information Security Officer).

What is the difference between C-level and C-suite?

They mean the same thing. “C-level” refers to the rank of these executives (Chief-level), while “C-suite” refers to the group collectively—as in the “suite” of Chief officers who lead the organization. Both terms are used interchangeably in business.

Who do C-level executives report to?

C-level executives report to the board of directors. The board provides oversight, sets high-level policies, hires and evaluates the CEO, approves budgets and strategy, and ensures compliance with regulations. The CEO then manages daily operations and communicates transparently with the board.

How do you communicate with C-level executives?

Lead with the bottom line—state your conclusion or recommendation first, then provide supporting data. C-level executives spend 72% of their time in meetings, so respect their time by being concise. Use data to support your points, frame issues in terms of business impact (revenue, risk, competitive advantage), and come prepared with a clear ask or recommendation.

How can you become a C-level executive?

The average path to CEO takes about 24 years, according to the CEO Genome Project. However, “sprinters” who get there faster tend to use three career catapults: taking a role at a smaller company for broader responsibility, saying yes to a role they don’t feel ready for, or voluntarily taking on a turnaround situation. Only 7% of successful CEOs attended Ivy League schools—what matters more is decisiveness, adaptability, reliability, and the ability to engage and align teams.

Which C-suite position pays the most?

The CEO typically earns the highest total compensation. In S&P 500 companies, CEO total compensation averages roughly $18.9 million, with over 65% coming from equity (stock options and RSUs) rather than cash salary. The CFO and COO usually earn the next highest, at roughly 40–60% of CEO pay.

Are VPs considered C-suite?

No. Vice Presidents (including SVPs and EVPs) sit one level below C-suite executives in the corporate hierarchy. VPs typically report to a C-level executive. The jump from VP to the C-suite is considered one of the most significant transitions in a corporate career.

Who is the CEO that pays everyone $70K?

Dan Price, former CEO of Gravity Payments, made headlines in 2015 when he set a $70,000 minimum salary for all employees while cutting his own pay from $1.1 million to the same amount. The company reported tripled revenue and halved turnover. Price resigned as CEO in August 2022.

C-Level Executives Takeaway

The habits that drive C-suite success aren’t secrets—they’re disciplines anyone can start building today. Here are the key actions to take:

1. Draw your Goal Wheel and use the WOOP technique to set goals that stick
2. Read with intention for at least 10 minutes daily, focused on material that sharpens your thinking
3. Apply the 70% Decision Rule for reversible decisions—speed beats perfection
4. Seek fresh perspectives from people with less experience than you
5. Protect your peak hours for your most important cognitive work
6. Take play breaks every 90 minutes to recharge creativity
7. Schedule Think Time on your calendar and defend it like a meeting with your CEO

Pick one habit from this list and implement it today. Not tomorrow, not next Monday—today. The research is clear: the executives who reach the C-suite aren’t the ones who wait until they’re ready. They’re the ones who start before they feel prepared.