We commonly hear of chiefs of staff in military and government contexts, but rarely as part of corporations. There’s no comprehensive investigation of what they do and who they are. Steven Zhou writes that, even though chiefs of staff are not usually considered members of the top management team, they hold sway over the company’s chief executive, exercising strategic leadership influence far beyond what might be expected from a behind-the-scenes position.
In the middle of the 2014 tax season, Brad Smith, chief executive of Intuit, faced a crisis: millions of stolen IDs were being used for tax fraud. Misinterpreting the situation, 23 US states believed that Intuit data had been breached, risking an indefinite ban on their products. Amid this chaos, Smith turned to an unseen hero working behind the scenes: his chief of staff (COS). In his words, “The chief of staff enabled me to play chess, not checkers.” It was the COS who assessed the situation and arranged for Smith to speak with state governors, liaison with the IRS commissioner, partner with competitive tax products to fight a common enemy and monitor real-time results. The chief of staff helped Smith turn strategy into reality.
Our research shines a spotlight on the chief of staff, a pseudo-executive role that plays a pivotal part in strategic leadership. The role, which has a rich history in military and government, has largely been ignored in the corporate context, with only one prior academic study on the topic. A handful of popular press articles have promoted its significance in corporate contexts, but even then, there has been no comprehensive investigation on what the COS actually does. One blog post summarised the role with the simple phrase: “It depends”.
To better understand what the COS does, who they are, and how the role impacts our understanding of strategic leadership, we conducted an extensive investigation using data from 2,500 LinkedIn profiles, surveys of 108 COSs, and in-depth interviews with 13 COSs. Some of our key “discoveries” were that chiefs of staff:
- have a disproportionately large influence on the CEO – relative to their (lack of) public recognition as a member of the top management team (TMT). They advise the CEO, serving as their sounding board and thought partner, and feeding and filtering information. This directly impacts CEO sensemaking and decision-making.
- are the glue that binds the top management team together, ensuring that strategic initiatives are not only planned but also effectively executed. They translate big-picture visions into actionable plans, bridging gaps between departments and aligning operations with the CEO’s goals.
- act as relational gatekeepers, fostering positive dynamics within the top management team. Their political savvy and ability to navigate complex interpersonal landscapes are crucial for maintaining a cohesive and effective leadership group. In our interviews, COSs described their role as “filler of gaps and herder of cats,” made uniquely challenging because of the lack of a direct reporting line between them and other TMT members.
- are commonly misconceived as glorified executive assistants. However, their duties require far more strategic leadership experience, and the majority of them held director-level, manager-level and even vice-president or C-suite-level roles prior to their current jobs (only 3.9 per cent of LinkedIn COSs were previously executive assistants).
- have versatility as one of the standout qualities of their role. They handle a myriad of tasks that require both strategic foresight and operational prowess. For instance, they may oversee the implementation of key strategic initiatives, ensuring that every department aligns with the overall company goals. This involves not only planning and coordination but also a deep understanding of the CEO’s vision and how to translate it into actionable steps. As one interviewee put it, one day they’re putting together the slide deck for the annual board meeting, and the next they’re counting out paper clips for an icebreaker game at an all-hands meeting.
- are likely to be women. Gender emerged as a key distinguishing demographic characteristic. Unlike most C-suite positions which are dominated by men, the proportion of women or female-presenting individuals in our LinkedIn and survey data were far greater (53.2 and 76.6 per cent, respectively). In interviews, female COSs described unique challenges of being taken seriously by other TMT members, both due to their gender and the behind-the-scenes nature of their role.
In all of these ways and more, the chief of staff is exercising strategic leadership influence far beyond what might be expected from a position that most people do not consider part of the top management team. We argue that this highlights a major oversight in the strategic leadership literature, which has historically focused on the influence of chief executives, top management team members, board members and other individuals on organisational processes and outcomes. If the COS has such a large potential impact on organisations, much more work needs to be done to further our understanding of the role and generate new insights for training, development, and organisational health.
Accordingly, our study calls for more attention and research into the COS role. We propose several key areas for future research.
One of the most intriguing areas is exploring how chiefs of staff influence the attention and psychological states of the chief executives. By acting as trusted advisors and filtering information, they have the potential to significantly affect how CEOs process information and make decisions. Researchers could investigate questions such as: How do chiefs of staff help CEOs focus on strategic priorities? What impact do they have on CEOs’ stress levels and overall well-being? Comparative or experimental studies and psychological assessments of CEOs working with and without chiefs of staff could provide valuable insights.
Another promising research direction is examining the broader impact of chiefs of staff on top management teams and organisational processes and outcomes. Given their role in facilitating communication and coordination among top executives, they are likely to play a crucial part in the success of strategic initiatives. Key research questions include: How do COSs contribute to the effectiveness of top management teams? What roles do COSs play in driving organisational performance and achieving strategic goals? Comparative studies across organisations with and without COSs can shed light on the tangible benefits of this role.
Understanding the conditions under which organisations decide to hire a chief of staff is essential for grasping the strategic importance of the role and how to maximise its benefits. Research could explore questions such as: What organisational challenges or transitions prompt the hiring of a chief of staff? Who within the organisation is typically responsible for making the hiring decision? Case studies and interviews with executives involved in hiring COSs can provide a deeper understanding of the strategic considerations behind these decisions.
Finally, investigating the career trajectories and long-term outcomes for individuals in COS roles can offer valuable insights into the development and impact of this position. Researchers could address questions such as: What previous experiences and skills are most predictive of success as a chief of staff? How does serving in this role influence career advancement and future leadership opportunities? Longitudinal studies tracking the careers of former COSs can reveal how this role might serve as a steppingstone to other executive positions (or not).
By addressing these research questions, scholars can uncover new insights into the chief of staff role, its impact on strategic leadership and its potential to drive organisational success. Our study provides a foundation, and we invite researchers to build upon our findings to further illuminate this critical yet understudied position.
- This blog post is based on The Corporate Chief of Staff: Strategic Leadership Influence From Outside the Spotlight, by Steven Zhou, Nathan J. Hiller, Stephen J. Zaccaro, Lauren N. P. Campbell, Renee McCauley, Tyler Parris and Richard J. Klimoski, in the Journal of Leadership and Organizational Studies.
- The post represents the views of the author(s), not the position of LSE Business Review or the London School of Economics and Political Science.
- Featured image provided by Shutterstock
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