In short
The challenge: The main challenge addressed is how to effectively design a CEO job description that goes beyond basic qualifications to attract the ideal candidate. This involves balancing quantifiable criteria like education and length of career with critical, less measurable attributes such as personal qualities, integrity, and strategic alignment with the company's future.
The solution: A successful search starts with a document that reflects the candidate’s strategic alignment, leadership experience, and the personal qualities essential for guiding the organisation forward. Partnering with Robert Half Executive Search puts you in touch with tenured experts who have recruited CEOs for decades.
The outcome: A well-crafted CEO job description sets the tone for the entire search process and helps ensure alignment from day one. With the right structure and insight, you’ll be better positioned to identify a leader who can drive growth, inspire teams, and deliver long-term success.
In my experience, hiring the right CEO starts well before the interview. It begins with the job description. If it’s not clear, compelling, and aligned with your strategic goals, you risk missing out on the right candidates altogether.
When I’m working with clients, I always stress that while education and experience are critical, they’re only part of the picture. The best CEOs also bring intangible qualities like integrity, emotional intelligence, and cultural alignment. These are harder to define, but they’re often what separates a good leader from a great one.
A strong CEO job description should reflect both the measurable criteria and the leadership qualities that will truly drive the business forward. That’s what attracts the right kind of candidate and sets the tone for a successful search.
Deciding which consideration is of foremost importance, however, is never easy. We’ve all heard the story of the young genius who vaulted their way to the top job without a degree. But it’s also relatively rare, especially in Australia where research by the Robert Half CEO Tracker found that 85% of ASX 200-listed CEOs hold an undergraduate degree.*
The truth is that there is no truly right or wrong answer when it comes to weighing up education versus experience. But there are still lots of clues that you can gather to build up a picture of which of these factors matters the most to your CEO recruitment process.
Here are the main aspects that need to be included in a CEO job description to ensure you attract the right C-suite candidates.
Education
When I’m helping clients craft a CEO job description, one of the first things we talk about is education. In Australia, a strong academic background can absolutely open doors to the top job. In fact, nearly a quarter of ASX 200-listed CEOs hold an MBA, which speaks to the value placed on advanced business education. That said, it’s not the only path as 13% of CEOs don’t hold an undergraduate degree, and 41% don’t have a postgraduate qualification. So while education matters, it’s not everything.
What’s more important is how you frame education in the job description. It should reflect the needs of your business. If you're in a highly technical or regulated industry, a specific degree might be essential. For example, Bachelor of Commerce, Engineering, and Science are among the most common undergraduate degrees held by Australian CEOs, and they often align with the strategic and operational demands of the role.
But beyond listing qualifications, I encourage clients to think about what the education represents. Analytical thinking, discipline, and a foundation for leadership. It’s also worth considering whether an MBA or similar postgraduate degree signals the kind of strategic mindset and commercial acumen your business needs.
The job description should strike a balance by being aspirational enough to attract top-tier talent, but realistic enough to reflect the diversity of successful leadership pathways. Education is one piece of the puzzle and what matters most is how it complements the candidate’s experience, values, and vision for your organisation.
Length of career
When I’m advising clients on how to write a CEO job description, one of the most important elements we discuss beyond education is career experience. A capable CEO isn’t just someone with impressive qualifications; they’re someone who’s built a track record over time. They’ve weathered market shifts, led through uncertainty, and made tough decisions that shaped the trajectory of a business.
In most cases, successful CEOs are seasoned professionals. They’ve accumulated not just knowledge, but wisdom and sound judgement which are qualities that only come from years of hands-on leadership. That’s why your job description should reflect the depth and breadth of experience you’re looking for. The focus is not on how long someone has worked, it's on what they’ve achieved during that time.
I always recommend including language that speaks to both strategic and operational experience. For example, you might specify a history of leading cross-functional teams, driving growth through innovation, or managing complex stakeholder relationships. You can also highlight experience in specific sectors or business models if relevant to your organisation.
It’s also worth noting that while tenure matters, agility and adaptability are just as important. Some of the most effective CEOs I’ve placed have had diverse career paths moving across industries, geographies, or functions which gave them a broader perspective and a sharper edge.
Areas of experience
A critical conversation I have with hiring businesses is about the candidate's specific area of experience. We focus less on the duration of their leadership and more on where they built their expertise and whether that aligns with the company's future strategic goals.
Running a profit and loss (P&L) operation, managing budgets, and setting a clear strategic vision are non-negotiables for most CEO roles. These are foundational capabilities, and they need to be reflected in the job description. In fact, over 43% of ASX 200-listed CEOs have a background in finance, which highlights just how valuable it is to have someone who understands the numbers relating to how to drive revenue, manage costs, and deliver shareholder value.
But finance isn’t the only area to consider. Technology is increasingly shaping the future of business, and while only 10.5% of current CEOs come from a tech background, digital literacy is now essential. A CEO doesn’t need to be a coder, but they do need to understand how technology can transform operations, unlock innovation, and create new revenue streams. When writing the job description, I always encourage clients to include expectations around digital leadership even if the business isn’t tech-first.
International experience is another area that’s becoming more important. With 59% of ASX 200 CEOs having worked abroad, global exposure is a strong indicator of adaptability and cross-cultural leadership. If your business operates across borders or plans to this should be clearly stated in the role requirements.
Personal qualities
I often find that a key section is frequently overlooked in CEO job descriptions: the one that addresses personal qualities. While education and experience are certainly important, it's these personal attributes that ultimately decide if a CEO can genuinely lead, inspire, and drive success.
A great CEO needs to do more than set strategy and manage performance. They need to embody the values and behaviours that build trust across the boardroom and the wider organisation. That starts with communication. The best CEOs I’ve worked with are clear, confident communicators who are able to articulate vision, give direction, and just as importantly, listen to expert advice and diverse perspectives.
Energy and resilience are also key. CEOs operate under constant pressure, and the ability to stay calm, objective, and focused in high-stakes situations is non-negotiable. I always encourage clients to include language in the job description that reflects this. Phrases like “demonstrated resilience in complex environments” or “ability to lead through ambiguity” can help attract candidates with the right temperament.
Creativity is another trait that’s often undervalued. In the current Australian business environment, CEOs need to think differently to identify new market opportunities, drive innovation, or reshape business models. Your job description should reflect that by asking for a track record of strategic thinking and creative problem-solving.
Finally, cultural fit and integrity are essential. A CEO sets the tone for the entire organisation. If they don’t align with your values, it’s unlikely they’ll be able to lead effectively. I always advise clients to include a section on leadership style, guiding principles, and the kind of culture they want to foster.
A CEO job description requires balance
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Writing a CEO job description to find the best candidate is about capturing the essence of the leader your organisation needs. From education and career length to industry expertise and personal qualities, every element should reflect the strategic direction and culture of your business.
A well-crafted CEO job description sets the tone for the entire search process and helps ensure alignment from day one. With the right structure and insight, you’ll be better positioned to identify a leader who can drive growth, inspire teams, and deliver long-term success.
Looking to hire executive leadership talent? Contact Robert Half Executive Search for a recruitment solution.
*ABOUT THE RESEARCH - Robert Half has conducted research on CEOs of the ASX 200 by analysing publicly available sources of information about ASX 200 CEOs to track trends including their professional and educational background, gender, and length of tenure. The research was analysed from the 1st June 2019 to 1st July 2019, and all results are correct to the best of our knowledge The information within the Robert Half CEO Tracker is based on publicly-available information. Where possible, the information has been checked and verified by the offices of the CEOs.
