“What is a Chief of Staff?”
It’s a question we get a lot, and you can probably find a lot of conflicting answers from “experts” across the internet.
McChrystal Group has a unique perspective on the Chief of Staff role. Our processes and concepts were not dreamed up by consultants with little to no experience in the role. In fact, our four-quadrant Chief of Staff Model was born during the Global War on Terror and captured in One Mission, written by our president and former Navy SEAL, Chris Fussell, who relied on his experience and experiences from Chiefs of Staff in the private sector. As a former Chief of Staff and someone who works daily with Chiefs of Staff across organizations, I’ve spent time capturing what I see as some consistencies (and inconsistencies!) in the role.
In simple terms, a well-trained Chief acts as a thought partner and strategic ally to leaders, while simultaneously serving as an honest broker to teams across the organization. To maximize the value of this position, one must have a comprehensive understanding of the role, its key responsibilities, and the required skills and behaviors that make a Chief of Staff great.
While it’s important to know what a chief of staff is, it is equally as important to know what a chief of staff is not and how they differ from other roles within an organization. Our in-depth and battle-tested expertise has helped develop hundreds of Chiefs of Staff at organizations of all sizes and led us to advise chiefs leading massive transformational projects or tackling complex problems.
Primary Responsibilities
A Chief of Staff acts as a strategic partner to senior executives, bridging the gap between the leadership team and the rest of the organization. A properly utilized and well-trained Chief must hold the executive and organizational priorities in balance to execute key initiatives, ensure effective communication, and drive organizational alignment.
Their responsibilities are divided across these two important quadrants in our Chief of Staff Model, and each responsibility either focuses on execution or strategic efforts.
Executive Responsibilities:
- Strategic Planning: Collaborating with the leadership team to develop and execute scheduling, content development, planning, and execution that align with the organization's goals and objectives.
- Leadership Support: Work closely with the executive to ensure his or her vision and intent are effectively communicated and measured, while freeing him or her to focus on external issues by resolving internal ones.
- Operating rhythm: By streamlining processes and improving communication, a Chief of Staff enables leaders to focus on strategic initiatives and high-level decision making.
- Information Flow: Establish and monitor the CEO’s critical information requirements and set the executive’s priorities and allocation of focus based on his or her objectives.
Organizational Responsibilities:
- Drive Strategic Alignment: Leverage the unique vantage point as a Chief of Staff to ensure departments and teams are aligned with the organization’s strategy.
- Communication and Collaboration: Facilitate effective communication and collaboration between different departments and teams, offering insight into the executive’s perspective.
- Optimize Decision Making: Identify decision opportunities, gather the most relevant information and individuals to build context, and present it to the executive for a decision.
- Build Relationships: Foster relationships between senior executives, external stakeholders, and the broader organization, communicate to the organization on behalf of the executive team and serve as a definitive voice.
When a chief of staff is empowered and enabled to support leadership, they become an indispensable asset to the organization, enabling effective leadership and driving overall success.
Skills, Mindset, and Behaviors > Qualifications
A question we get a lot is “What qualifications do I need to be a Chief of Staff?” The short, and likely unsatisfying answer is “it depends.” The qualifications for an effective Chief vary by the organization, industry and how the role will be leveraged. Sometimes, there may be qualifications and requirements in highly technical fields, where a baseline understanding of the field is needed. But we’ve found the most successful Chiefs of Staff have key skills, mindsets and behaviors that determine their success in the role, more than any specific qualification.
There are essential skills that enable Chiefs to effectively support and assist senior executives in their decision-making processes and overall management of an organization.
A Chief of Staff must possess exceptional communication skills, but this goes beyond simply being able to convey information effectively to a variety of stakeholders. A Chief of Staff must have an ability to listen and seek understanding in an unbiased way. They need to be able to effectively convey information, both verbally and in writing, to various stakeholders within the organization. Strong people skills are also essential, as they often function as a liaison between the executive and other team members.
A Chief of Staff must be able to think strategically. They must have the ability to analyze complex situations, identify potential issues, and propose effective solutions. This skill allows them to provide valuable insights and recommendations to the executive, contributing to the overall success of the organization. A Chief doesn’t have to solve every problem or be involved in every discussion, but they must be able to quickly discern who is best positioned to solve the problem, connect them, and move on to the next issue.
Effective Chiefs of Staff possess strong leadership skills, the ability to work well under pressure, adaptability, and high integrity. They must be able to navigate complex and challenging situations with confidence and professionalism. They must always be an honest broker to both the executive and organization and expertly manage the tension that comes with these two sometime divergent positions. A Chief of Staff needs to know when they should serve as a thought leader or thoughtful follower.
The mindset of the Chief is the most important part. It’s a demanding role, and the most effective Chief of Staff has the highest levels of grit. They must have uncompromised perseverance and passion; however, they must have equal parts humility. A great Chief of Staff never has to wear their leader’s rank on their sleeve.
’A Chief of Staff is not…’
When it comes to understanding the role of a Chief of Staff, it is important to differentiate it from other positions within an organization. A Chief of Staff is not an Executive Assistant, an Operations Manager, or a Chief Operating Officer.
An Executive Assistant typically provides administrative support to an executive or a senior leader. Their responsibilities often revolve around managing schedules, coordinating meetings, managing correspondence, and organizing travel arrangements. While an Executive Assistant plays a crucial role in ensuring smooth operations and supporting the executive, their primary focus is on administrative tasks.
On the other hand, a Chief of Staff takes on a broader and more strategic role. They serve as a trusted advisor to the executive, providing high-level guidance and support. In addition to handling administrative duties, a Chief of Staff also assists with decision-making, strategic planning, and overseeing key initiatives. Their responsibilities extend beyond administrative tasks to encompass a deeper understanding of the organization's goals and objectives.
When comparing a Chief of Staff to an Operations Manager, it becomes evident that their areas of focus differ. An Operations Manager is primarily responsible for overseeing the day-to-day operations of a specific department or the entire organization. They ensure that processes run efficiently, resources are optimized, and goals are achieved. While a Chief of Staff may collaborate closely with an Operations Manager, their role is more holistic and encompasses the broader strategic direction of the organization.
Finally, the comparison between a Chief of Staff and a Chief Operating Officer (COO). Both positions are situated at the executive level, but their roles vary significantly. A Chief of Staff works closely with the CEO or another top executive to provide support and facilitate effective decision-making. They are a bridge between different departments, ensuring alignment and coordination; however, they are not c-suite executives. In contrast, a COO is responsible for the overall operations and performance of the organization. They implement organizational strategies, manage day-to-day operations, and drive growth.
There may be overlap between a Chief of Staff and other roles, but the Chief of Staff role holds a unique position as a strategic advisor, collaborator, and facilitator, supporting the executive and the organization.
Is your Chief of Staff performing?
A Chief of Staff can be a multifaceted and indispensable position in modern organizations. As a strategic advisor and confidant to top executives, a Chief of Staff transcends traditional administrative functions, embodying a blend of strategic planning, project management, communication facilitation, and leadership support. 
However, the effectiveness of a Chief of Staff is not just dependent on what they do, but more often, it’s because a clear “why” coupled the autonomy and authority to actualize organizational objectives. Without this common purpose and empowered execution, the Chief of Staff is nothing more than a glorified go between pinging from team to team.
Unfortunately, no one wins in this scenario, not the employee, executive team, or organization. If a Chief of Staff is not performing, the first question to ask is “have I enabled and developed them to focus on my most important work?” If you hesitate to answer “yes,” it’s time to re-evaluate how to best manage this key role. The success of the Chief of Staff is a two-way street. The executive must clearly articulate how the Chief will be positioned to the executive leadership team and the broader organization. Without the trust of the other executives and a track record of creating cross functional value, their impact will be limited.
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