If you should call yourself a CEO

Managing Director Board ▷ 20 perfect strengths + weaknesses

It's not just for executive assessments managing Director, Board members and CEOs useful to find your own Strengths and competencies close.

After all, it's no secret that the job satisfaction of top executives is significantly higher when the individual Inclinations, preferences and Talents can be used optimally in demanding everyday work.

  • But which Core competencies and strengths do top-level managers distinguish themselves?

  • Which suit the preferred Leadership style and Hfield of action and design?

  • What special Reasoning tactics is helpful with the justification?

  • And how can central personal qualities with reference to the highest hierarchical level can be described credibly?




Examples: strengths of managing directors

If, as a C-level manager, you want to achieve comprehensive and structured access to your competence profile ("strengths"), it will be easier for you if you use current vacancies in your field of work.

Depending on the target position, simply enter keywords such as managing director, chief executive officer (CEO), chief financial officer (CFO), chief information officer (CIO) or chief digital officer (CDO) in a job exchange of your choice.

You will usually get a good selection of job offers that you can use for your strengths and weaknesses analysis.

Use job profiles

Typical and meaningful job descriptions for managing directors and board members are divided into five blocks.

  1. Company presentation: Introductory information about the company and the industry

  2. Your tasks: Areas of responsibility and core tasks in the new position

  3. Your profile: Requirements for applicants

  4. We offer: Supplementary information on the position, for example reference to bonus payments, special social benefits, further training, company car

  5. Contact: Contact person and contact details for the application

Suggestions: your profile

In the third block "Your Profile", also referred to as "Qualifications", "Requirements" or "That is what you bring with you", you will find many current descriptions of your strengths.

Do not limit yourself at this point, just write out a large number of labels that seem appropriate at first glance. Or go through our 20 strengths examples for a thorough self-reflection.

Of course, we are also happy to advise you by phone or in person!




20 strengths CEO, CFO, CIO, CDO

These typical personal qualities of managers are often required:

  1. Sovereign personal appearance

  2. Strategic thinking in complex contexts

  3. Strong self motivation

  4. Assertiveness

  5. Promoting change: willingness to be creative

  6. Analytical-conceptual thinking

  7. Entrepreneurial thinking and acting

  8. Serious listening

  9. Motivating and appreciative speech

  10. Open communication style

  11. Delegating responsibility

  12. Consistent focus on results

  13. Goal-oriented way of working

  14. Allowing mistakes: error culture

  15. Constructive criticism

  16. Reflected conflict management

  17. Pronounced self-discipline and willingness to perform

  18. Proactive thinking and acting

  19. Creation of trusting relationships and networks

  20. Driving force: willingness to take risks




Recognize EXECUTIVE strengths

Use the examples listed here to demonstrate your strengths as a managing director or CEO, CFO, CIO sto be recorded systematically.

Work out a comprehensive selection precise keywords and descriptionsthat you can use in a variety of ways.

This is what sets you apart!

On the one hand, the labels help you if you want to show your personal preferences in the manager CV, in the cover letter or in job references for top managers. And on the other hand, you of course also benefit from this intensive preparatory work in structured job interviews or in executive assessment centers.

You will surely find that you have a lot more strengths than you might think at first. This knowledge will strengthen your self-confidence and give you security in professional situations in which things are not going as well.




Central: complex thinking

In interviews with managing directors, too, people are always asked about their individual strengths. However, less often directly, as is the case with specialists with the following questions.

  • Would you please tell me three of your strengths?

  • What are your personal characteristics?

  • In your opinion, which strengths are indispensable in order to meet the requirements of the position?

Instead, there is more indirect follow-up. As a top manager, be prepared for questions of this kind.

  1. About which central properties does a CEO have to have in your opinion?

  2. If you have a Deputy would have to choose what qualities he or she would have to have?

  3. You have just described some of my key strengths. Which single strength is most likely to be without, and why?

  4. Which of yours Core competencies were you particularly useful on your last project?

  5. How do you have these core competencies exactly used?

Unique selling points

In order to convincingly answer specific questions, such as the question of giving up a strength, it helps to define "central strengths" for yourself.

After all, many top managers are "result-oriented", "self-motivated" or have "entrepreneurial thinking". But what personal traits are so important that you should put them at the center of your self-description?

Your own conviction is required here. Take your time to think about which personal characteristics differentiate you more clearly from others. And even distinguish you ("USP / Unique Selling Proposition").

Perhaps it is your "analytical thinking in complex contexts"? Your "consistent change management"? Or your "assertiveness combined with diplomatic skills"?




How to explain CEO strengths in the application

If you are to describe and explain strengths in detailed self-presentations, it is helpful to use current, contemporary and precisely fitting keywords.

For example, "resilience" can be replaced by the more modern description "stress resistance". And "goal orientation" can be described more precisely by C-level managers as "pronounced process and result orientation".

Story telling