Chief executive officer to department manager
A chief executive officer already meets 43% of what the department manager role asks for. The move turns on 9 required skills not yet in the profile.
63.9/ 100
1 How much of what a department manager is expected to do is already part of a chief executive officer’s work. Directional: the figure for the reverse move differs, because moving into a speciality is not the same problem as moving out of one. 2 Every skill the department manager role is recorded as needing, required and optional together. What these numbers mean.
Why this move works
A department manager role treats 7 of its required skills as things a chief executive officer already does. You would walk in with these on day one.
- abide by business ethical code of conducts
- assume responsibility for the management of a business
- collaborate in company's daily operations
- company policies
- conclude business agreements
- ensure lawful business operations
What stands in the way is 9 required skills the profile does not yet cover. Table 3 groups them; Table 4 says which to take first.
Table 2 · What you already bring
Of the 34 skills that carry over, these are the ones fewest other occupations ask for. A department manager role needs them, and most people applying for one will not have them already. This is the part of a chief executive officer background worth leading with.
- already held describe the financial situation of a region information skills
- already held ensure lawful business operations assisting and caring
- already held interact with the board of directors communication, collaboration and creativity
- already held collaborate in company's daily operations communication, collaboration and creativity
- already held shape corporate culture management skills
- already held shape organisational teams based on competencies management skills
All 34 carried skills, including the 7 the department manager role treats as required.
Table 3 · What you may need to learn
The 46 missing skills fall into 6 areas of the ESCO skill hierarchy, numbered in the order worth working in. Areas carrying the most required skills come first, and inside each one the required skills sit above the optional ones. Nothing here is a verdict on you: it is a list of what this particular job asks for that your current one does not.
- still to learn create a financial plan required
- still to learn exercise stewardship required
- still to learn manage staff required
- still to learn recruit employees required
- optional, not held apply business acumen optional
- optional, not held control financial resources optional
- optional, not held create a work atmosphere of continuous improvement optional
- optional, not held evaluate employees optional
- optional, not held plan health and safety procedures optional
- still to learn corporate social responsibility required
- still to learn strategic planning required
- optional, not held cost management optional
- optional, not held project management optional
- optional, not held accounting optional
- optional, not held banking activities optional
- optional, not held business loans optional
- optional, not held business management principles optional
- optional, not held corporate law optional
- optional, not held financial forecasting optional
- optional, not held financial jurisdiction optional
- optional, not held human resource management optional
- optional, not held market entry planning optional
- optional, not held marketing principles optional
- optional, not held supply chain management optional
- still to learn liaise with managers required
- still to learn report on overall management of a business required
- optional, not held maintain relationship with customers optional
- optional, not held prospect new regional contracts optional
- optional, not held align efforts towards business development optional
- optional, not held build business relationships optional
- optional, not held establish communication with foreign cultures optional
- optional, not held execute marketing plan optional
- optional, not held liaise with local authorities optional
- optional, not held manage contracts optional
- optional, not held share good practices across subsidiaries optional
- still to learn follow company standards required
- optional, not held integrate headquarter's guidelines into local operations optional
- optional, not held oversee quality control optional
- optional, not held create a financial report optional
- optional, not held analyse business processes optional
- optional, not held analyse financial risk optional
- optional, not held analyse market financial trends optional
- optional, not held manage financial risk optional
- optional, not held prepare financial statements optional
- optional, not held synthesise financial information optional
- optional, not held manage office facility systems optional
Table 4 · Where to start
The 3 entries a department manager role is least likely to hire without. The ordering is computed from the skill data, not from what pays.
- 01 corporate social responsibility study this
- 02 create a financial plan practise this
- 03 exercise stewardship practise this
Each entry opens a course search for that skill. Career Overlap earns nothing from these links.
Appendix · The rest of the record
All 34 skills that carry over
- already held abide by business ethical code of conducts skill
- already held assume responsibility for the management of a business skill
- already held collaborate in company's daily operations skill
- already held company policies knowledge
- already held conclude business agreements skill
- already held ensure lawful business operations skill
- already held strive for company growth skill
- already held analyse business plans skill
- already held business law knowledge
- already held business process modelling knowledge
- already held describe the financial situation of a region skill
- already held develop company strategies skill
- already held develop organisational policies skill
- already held develop professional network skill
- already held develop revenue generation strategies skill
- already held evaluate performance of organisational collaborators skill
- already held financial management knowledge
- already held financial statements knowledge
- already held follow the statutory obligations skill
- already held impart business plans to collaborators skill
- already held integrate strategic foundation in daily performance skill
- already held interact with the board of directors skill
- already held international trade knowledge
- already held keep updated on the political landscape skill
- already held make strategic business decisions skill
- already held manage budgets skill
- already held marketing management knowledge
- already held negotiate with stakeholders skill
- already held plan medium to long term objectives skill
- already held shape corporate culture skill
- already held shape organisational teams based on competencies skill
- already held speak different languages skill
- already held subsidiary operations knowledge
- already held track key performance indicators skill
37 supplementary skills, helpful but not required
- optional, not held cost management optional
- optional, not held create a financial report optional
- optional, not held maintain relationship with customers optional
- optional, not held project management optional
- optional, not held prospect new regional contracts optional
- optional, not held accounting optional
- optional, not held align efforts towards business development optional
- optional, not held analyse business processes optional
- optional, not held analyse financial risk optional
- optional, not held analyse market financial trends optional
- optional, not held apply business acumen optional
- optional, not held banking activities optional
- optional, not held build business relationships optional
- optional, not held business loans optional
- optional, not held business management principles optional
- optional, not held control financial resources optional
- optional, not held corporate law optional
- optional, not held create a work atmosphere of continuous improvement optional
- optional, not held establish communication with foreign cultures optional
- optional, not held evaluate employees optional
- optional, not held execute marketing plan optional
- optional, not held financial forecasting optional
- optional, not held financial jurisdiction optional
- optional, not held human resource management optional
- optional, not held integrate headquarter's guidelines into local operations optional
- optional, not held liaise with local authorities optional
- optional, not held manage contracts optional
- optional, not held manage financial risk optional
- optional, not held manage office facility systems optional
- optional, not held market entry planning optional
- optional, not held marketing principles optional
- optional, not held oversee quality control optional
- optional, not held plan health and safety procedures optional
- optional, not held prepare financial statements optional
- optional, not held share good practices across subsidiaries optional
- optional, not held supply chain management optional
- optional, not held synthesise financial information optional
32 held skills the department manager role does not ask for
- not needed by the target role airport environmental regulations knowledge
- not needed by the target role airport operating environment knowledge
- not needed by the target role airport planning knowledge
- not needed by the target role analyse financial performance of a company skill
- not needed by the target role apply airport standards and regulations skill
- not needed by the target role apply export strategies skill
- not needed by the target role apply import strategies skill
- not needed by the target role build international relations skill
- not needed by the target role build trust skill
- not needed by the target role define organisational standards skill
- not needed by the target role define the corporate structure skill
- not needed by the target role develop business plans skill
- not needed by the target role disseminate general corporate information skill
- not needed by the target role establish collaborative relations skill
- not needed by the target role evaluate budgets skill
- not needed by the target role identify airport safety hazards skill
- not needed by the target role implement airport emergency plans skill
- not needed by the target role implement improvements in airport operations skill
- not needed by the target role implement operational business plans skill
- not needed by the target role implement strategic planning skill
- not needed by the target role imprint visionary aspirations into the business management skill
- not needed by the target role integrate shareholders' interests in business plans skill
- not needed by the target role interpret financial statements skill
- not needed by the target role joint ventures knowledge
- not needed by the target role lead managers of company departments skill
- not needed by the target role liaise with shareholders skill
- not needed by the target role manage publicly traded companies skill
- not needed by the target role manage relationships with stakeholders skill
- not needed by the target role mergers and acquisitions knowledge
- not needed by the target role motivate employees skill
- not needed by the target role provide assistance to airport users skill
- not needed by the target role show intercultural awareness skill
15 gaps that are knowledge rather than practice
Knowledge gaps usually close through study. Practical skill gaps usually need something you can point at.
- still to learn corporate social responsibility required
- still to learn strategic planning required
- optional, not held cost management optional
- optional, not held project management optional
- optional, not held accounting optional
- optional, not held banking activities optional
- optional, not held business loans optional
- optional, not held business management principles optional
- optional, not held corporate law optional
- optional, not held financial forecasting optional
- optional, not held financial jurisdiction optional
- optional, not held human resource management optional
- optional, not held market entry planning optional
- optional, not held marketing principles optional
- optional, not held supply chain management optional
Common questions about this move
Can a chief executive officer become a department manager?
Yes, and it is a substantial move. A chief executive officer already covers 43% of what a department manager is expected to do: 34 skills carry over, 7 of which the department manager role treats as required.
What skills does a chief executive officer need to become a department manager?
9 required skills are missing, plus 37 optional ones. They fall into 6 areas of the ESCO skill hierarchy, led by management skills. The single most important is corporate social responsibility.
How hard is the move from chief executive officer to department manager?
Its learning distance is 63.9 out of 100, which is the substantial band. That accounts for both how much is missing and how specialised those skills are.
How this record was compiled
Both occupations are taken from ESCO, which lists the skills and knowledge each occupation is expected to have and marks every one required or optional. Nothing here is a prediction about hiring, and nothing here knows that a particular employer wants a particular certificate. Treat Table 3 as a starting point for your own research rather than a syllabus. The full method states what these figures can and cannot tell you.