How to Hire a Chief of Staff
- 2 days ago
- 3 min read
a16z's Executive Talent team on the essentials
Cassady Churchill and Jackie McQuiston Jan 14, 2026
Note to Readers: What follows is a brief excerpt. Strongly recommend reading the entire article
…“Chief of Staff” can sound like a flashy title to have on your team or in someone’s signature, but you need to be thoughtful about when, how, and why you bring one on. This is especially true because the CoS role varies widely between companies, so it’s up to you to be clear about responsibilities and expectations up front.
This article covers the potential scope of the role, the range of levels this hire can come in at, the different backgrounds Chiefs of Staff often come from, and a framework for assessing candidates. By the end, you’ll be ready to kick off the hiring process, pivot entirely, or revisit whether you need this role at all.
Scope
What a CoS does can be as complex or simple as you need it to be. CoS roles differ based on the unique needs of their leader and organization, as well as expectations for how this role will help accelerate the business. This section will cover the recommended reporting structure, dos and don’ts, common outcomes of the role, and how to think about this individual long-term within your organization.
Defining the role
First, a good CoS should complement you. The CoS should be strong where you are weak (e.g., a technical founder might hire a CoS with a strong finance or operations background; or a visionary CEO will hire a day-to-day operational grinder).
A CoS is most effective when working under a single Executive, typically the founder or CEO. This ensures one person is clearly responsible for monitoring and evaluating CoS performance. While the CoS may support the broader executive team, they should only have dotted-line responsibilities to others if working across multiple functions.
To set expectations, a Chief of Staff is not:
Only on “special projects”. We have a love-hate relationship with this term. It can be a useful label for the back-burner tasks that come up in a startup, but they should make up only a small part of the job. The role shouldn’t revolve around special projects.
An Executive or Personal Assistant. Admin and personal tasks should be no more than ~20% of the role. If 70% or more of the role focuses on these tasks, you likely need an Administrative or Executive Assistant instead. There are also part-time and virtual assistant services that can handle calendaring, travel, and similar support for you or your leadership team.
A substitute for a different functional leader, such as a Head of Operations. If the role is laser-focused in one area, you may have started with the wrong title. Step back and consider whether you actually need a Head of X, Business Operations Lead, or Assistant.
A Chief of Staff is:
Part of the executive team. They have a seat at the table, and, depending on their level, can be an influential voice in the room.
A true generalist. Although they bring a key skill set—again, often in an area where you’re less strong—they should also be flexible and eager to learn as the business develops.
Deeply trustworthy. They follow through, close loops quickly, and take responsibility seriously. If you’re out of office for a week, you can trust them to keep things running.
A strategic thought partner. They put their founder’s hat on and think like an owner. They understand the nuances of the business within their first 90 days.
Organizationally savvy. They can lead individual contributors (ICs) with ease and comfort. Typically a trained extrovert, they’re comfortable working solo and navigating complexity with ease.
The control tower. The CoS keeps the CEO focused, the team aligned, and the priorities moving. Without them, things fall apart."
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