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How do you get the most out of your first year as a Chief member in 2028?

📖 2,852 words🗓️ Published Jul 15, 2026

Direct Answer

To get the most out of your first year as a Chief member in 2028, treat the membership like an operating system for your executive presence rather than a networking club: show up to your Core Group with real problems, use the digital community and clubhouses on a fixed cadence, and convert every relationship into a specific ask or offer within 90 days. The members who report the highest return front-load their investment in the first quarter, define one measurable outcome they want from the year, and treat their executive coach and peer group as a standing board of advisors — not a nice-to-have they attend when calendars are light.

Joining Chief — the private membership network built for senior women executives and VP-and-above leaders — is one of the few professional investments where the value is almost entirely determined by how you use it. The company gives you the room, the peers, the coach, and the programming; whether that compounds into a promotion, a board seat, a pivot, or simply a year of better decisions depends on the operating discipline you bring. This guide breaks down how to run your first twelve months so the membership pays for itself many times over.

What should you actually expect from Chief membership in year one?

Chief's core value proposition rests on a few pillars: a Core Group of eight to ten peer executives at a similar level, facilitated by a trained executive coach who meets with the group on a recurring cadence; access to clubhouses and digital spaces for informal connection and events; a speaker and programming calendar featuring executives, authors, and operators; and a member directory and community platform for one-to-one connection. The exact mix of in-person and digital access has shifted over the years, so in 2028 your first move is to confirm what your specific tier includes rather than assuming the version a colleague described three years ago.

The mistake new members make is treating these as separate amenities to sample. They are not. The membership works when the pillars reinforce each other: a problem you surface in your Core Group becomes a question you research through a speaker session, which becomes a one-to-one conversation with a member who has solved it, which becomes a decision you're accountable for reporting back on next month. Year one is about building that loop deliberately. If you only attend when it's convenient, you'll get a pleasant but forgettable experience. If you build the loop, the membership becomes the highest-leverage hour on your calendar.

How do you get the most out of your first year as a Chief member in 2028 — figure 1

Set expectations honestly about the ramp. Trust inside a Core Group takes two to three sessions to form — the first meeting is introductions, the second is testing the waters, and only by the third or fourth does the group start doing the real work of pressure-testing each other's hardest calls. Members who quit at month two almost always quit right before the value inflects.

How do you get the most out of your Core Group?

Your Core Group is the single highest-value asset in the membership, and it operates on a simple economy: you get out what you put in, weighted by the quality of what you bring. The members who benefit most walk into each session with a specific, current, unresolved problem — a board dynamic they're navigating, a reorg they're second-guessing, a compensation negotiation, a co-founder conflict, a decision they're genuinely stuck on. Vague check-ins ("things are busy, lots going on") produce vague advice. A sharply framed dilemma produces a room full of senior operators who have each solved a version of it.

How do you get the most out of your first year as a Chief member in 2028 — figure 2

Preparation is the differentiator. Before each session, spend fifteen minutes writing down the one thing you'd pay to have eight peers help you think through. Bring the actual numbers, the actual email, the actual org chart if the group's confidentiality norms allow it. The more real the input, the more useful the output. And reciprocate with the same intensity: the group's trust is a shared account, and members who only take withdrawals get quietly deprioritized. When it's someone else's turn, be the person who asks the sharp clarifying question and follows up next month to see how it went.

Treat your executive coach as a distinct resource from the group itself. A skilled facilitator is not just keeping time — they're trained to surface the pattern underneath your presenting problem, and many members find that the between-session relationship with the coach becomes as valuable as the group meetings. Ask your coach directly, early: "What do the members who get the most out of this group tend to do differently?" They've watched dozens of cohorts and will tell you.

How do you get the most out of your first year as a Chief member in 2028 — figure 3

The following loop is what a high-return member's Core Group cadence looks like across the year:

The reporting-back step is what separates a support group from a board of advisors. When you tell the group "I did the thing you suggested and here's what happened," you turn abstract advice into a real accountability system — and you signal that their time produced an outcome, which makes them invest more in you next time.

Which programming and events are worth your limited time?

Chief's calendar in 2028 will offer far more than any member can attend — speaker sessions, workshops, clubhouse events, regional gatherings, and community-hosted meetups. The instinct to attend everything in month one is understandable and wrong. Time is your scarcest resource as an executive; spraying it across every event produces shallow exposure and burnout. Instead, run a simple filter.

Pick a theme for your year — the one capability or transition you most want to build (getting board-ready, moving from functional leader to GM, navigating a turnaround, preparing for a CEO seat). Then evaluate programming against that theme. A session on board governance is a must-attend if board-readiness is your theme and a skip if it isn't, no matter how impressive the speaker. This single filter will cut your event load by two-thirds and double the relevance of what remains.

For the events you do attend, the value is rarely the content — it's the room. Senior executives can get content anywhere. What Chief uniquely offers is a curated room of peers, and the return comes from the two or three conversations you have before and after the formal session, not the panel itself. Arrive early, stay late, and treat the speaker content as a shared reference point that gives you something specific to talk about with the person next to you. One good conversation that turns into an ongoing relationship is worth more than ten sessions attended silently.

Be deliberate about in-person versus digital. If your tier and location give you clubhouse or regional access, the in-person events convert to durable relationships at a far higher rate than digital ones. Front-load those in your first quarter while you're building your network, then lean on digital programming for ongoing learning once your core relationships are established. For a deeper framework on turning executive events into pipeline for your own goals, see pulserevops.com/knowledge/executive-event-roi.

How do you turn the member network into real relationships and outcomes?

The member directory is where most of the latent value sits, and where most members never dig. Thousands of senior women executives across every industry and function is an extraordinary asset — but a directory is not a network. A network is a set of relationships you've actually built, and building them requires a deliberate outreach practice that most new members never start.

Run a structured one-to-one program in year one. The mechanics are simple: each week, identify one or two members whose experience maps to your year's theme or your current live problem, and send a specific, low-friction outreach. Specificity is everything. "Would love to connect!" gets ignored; "I saw you led the RevOps function through your company's PE transition — I'm facing that now and would value fifteen minutes on how you handled the reporting cadence with the new board" gets a yes. You're not asking for mentorship in the abstract; you're asking a precise question of someone uniquely qualified to answer it.

Reciprocity makes this sustainable. Every time you take a conversation, offer one. Make your own expertise visible in the community — answer questions in the digital spaces, share a resource you built, volunteer to speak on the thing you know cold. The members who become hubs in the network are the ones who give first and give specifically. Over a year, this practice compounds into something no LinkedIn connection count can match: a set of peers who will take your call, make an introduction, or vouch for you when a board seat or a role opens up.

Here is the flywheel that turns membership into outcomes over the first year:

The engine only turns if you've defined the outcome at the top. A member who joins "to network" has no way to know if the year worked. A member who joins to "land a board seat by Q4" or "make a confident decision about whether to take the CEO role" can steer every hour toward it — and can tell, twelve months in, whether the investment paid off. For a companion method on setting and tracking executive development goals, see pulserevops.com/knowledge/executive-development-goals.

What does a high-return first-year cadence look like month by month?

The members who report the strongest year one follow a rough arc rather than a flat pattern of occasional attendance. Front-load, then compound.

Months 1–3: Invest heavily and build the foundation. Attend every Core Group session without exception — this is the trust-building window and missing early meetings sets you back a quarter. Complete your member profile thoroughly so others can find you. Define your year's theme and your one measurable outcome. Start your one-to-one outreach immediately, aiming for one or two conversations a week. Attend in-person events aggressively while you're new and everyone expects you to be introducing yourself. This quarter feels like a lot of time; it's the price of the flywheel spinning up.

Months 4–6: Convert exposure into relationships. By now your Core Group is doing real work and your outreach has produced a handful of genuine relationships. Deepen them — move from single conversations to ongoing check-ins with the three or four members who matter most. Start giving back: volunteer, share, host. Use programming selectively against your theme. This is where members who front-loaded start seeing the first concrete returns — an introduction that matters, advice that changed a decision.

Months 7–9: Compound and contribute. Your network is now an asset you can activate. Make asks that would have been impossible in month one. Become a visible contributor in the community, which pulls opportunities toward you. Revisit your year's outcome and course-correct if you're off track.

Months 10–12: Harvest and renew intentionally. Assess honestly against the measurable outcome you set. Cash in the relationships — the board introduction, the reference, the door-opener. And make your renewal decision from evidence, not vibes: if you ran the loop and can point to what changed, the value is self-evident; if you can't, diagnose whether you under-invested before you blame the membership.

Members transitioning between roles or into fully remote executive work should weight the in-person and clubhouse access even more heavily in the first two quarters — the informal, high-bandwidth relationship-building that happens in person is the hardest thing to replicate digitally, and it's precisely what a solo or newly-appointed executive most lacks. See pulserevops.com/knowledge/remote-executive-network for how to build executive relationships without a daily office.

FAQ

What is Chief? Chief is a private membership network created to connect and support senior women executives and leaders at the VP level and above. Its core offerings include coach-led peer Core Groups, executive programming and speakers, clubhouse and digital community access, and a member directory for one-to-one connection.

Who is eligible for Chief membership? Chief is designed for executives at the VP level and above, with distinct tiers historically differentiating VP-level leaders from C-suite executives. Eligibility and tier definitions have evolved, so confirm the current criteria directly rather than relying on older descriptions.

How much does Chief cost in 2028? Membership pricing varies by tier and has changed over time, and some employers sponsor membership as a leadership-development benefit. Because pricing is set by the company and subject to change, verify the current rate and any sponsorship or financing options directly with Chief rather than trusting secondhand figures.

What is a Core Group in Chief? A Core Group is a small, curated peer group of roughly eight to ten executives at a similar level, guided by a trained executive coach who facilitates recurring sessions. It functions as a confidential board of advisors where members pressure-test their hardest professional decisions.

How often does a Chief Core Group meet? Core Groups meet on a recurring cadence set by the group and coach. Consistent attendance — especially in the first few sessions — is the strongest predictor of value, because group trust takes two to three meetings to form before the deep work begins.

Do you have to attend in person to benefit from Chief? No — Chief offers substantial digital community, programming, and one-to-one connection that deliver value entirely remotely. That said, if your tier and location include clubhouse or in-person access, those events convert to durable relationships faster, so front-loading them in your first quarter is worthwhile.

How do you measure ROI on a Chief membership? Set one measurable outcome at the start of the year — a board seat, a promotion, a specific decision, a defined relationship goal — and assess against it at renewal. Members who define the outcome up front can judge the return objectively; those who join "to network" have no way to know if it worked.

Should you renew after year one? Base the decision on evidence. If you ran the loop — active Core Group participation, theme-filtered programming, consistent one-to-one outreach — and can point to concrete outcomes, renewal is easy. If you can't, first diagnose whether you under-invested before concluding the membership lacks value.

Sources

flowchart TD A[Pre-session: write your one real problem] --> B[Core Group session: present + get pressure-tested] B --> C[Capture 1-2 concrete commitments] C --> D[Act between sessions] D --> E[Report back: what happened] E --> F{Resolved?} F -->|Yes| G[Bank the win, help a peer next] F -->|No| A G --> A

flowchart LR A[Define year theme + 1 measurable outcome] --> B[Core Group: pressure-test hard calls] B --> C[Programming: filter to theme only] C --> D[1:1 outreach: specific asks + offers] D --> E[Give first: share expertise publicly] E --> F[Relationships compound] F --> G[Outcome: board seat / role / decision quality] G --> A

Related on PULSE

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## Direct Answer

To get the most out of your first year as a Chief member in 2028, treat the membership like an operating system for your executive presence rather than a networking club: show up to your Core Group with real problems, use the digital community and clubhouses on a fixed cadence, and convert every relationship into a specific ask or offer within 90 days. The members who report the highest return front-load their investment in the first quarter, define one measurable outcome they want from the year, and treat their executive coach and peer group as a standing board of advisors — not a nice-to-have they attend when calendars are light.

Joining Chief — the private membership network built for senior women executives and VP-and-above leaders — is one of the few professional investments where the value is almost entirely determined by how you use it. The company gives you the room, the peers, the coach, and the programming; whether that compounds into a promotion, a board seat, a pivot, or simply a year of better decisions depends on the operating discipline you bring. This guide breaks down how to run your first twelve months so the membership pays for itself many times over.

## What should you actually expect from Chief membership in year one?

Chief's core value proposition rests on a few pillars: a **Core Group** of eight to ten peer executives at a similar level, facilitated by a trained executive coach who meets with the group on a recurring cadence; access to **clubhouses and digital spaces** for informal connection and events; a **speaker and programming calendar** featuring executives, authors, and operators; and a **member directory and community platform** for one-to-one connection. The exact mix of in-person and digital access has shifted over the years, so in 2028 your first move is to confirm what your specific tier includes rather than assuming the version a colleague described three years ago.

The mistake new members make is treating these as separate amenities to sample. They are not. The membership works when the pillars reinforce each other: a problem you surface in your Core Group becomes a question you research through a speaker session, which becomes a one-to-one conversation with a member who has solved it, which becomes a decision you're accountable for reporting back on next month. Year one is about building that loop deliberately. If you only attend when it's convenient, you'll get a pleasant but forgettable experience. If you build the loop, the membership becomes the highest-leverage hour on your calendar.

![How do you get the most out of your first year as a Chief member in 2028 — figure 1](/assets/qa/q19021-b1.jpg)


Set expectations honestly about the ramp. Trust inside a Core Group takes two to three sessions to form — the first meeting is introductions, the second is testing the waters, and only by the third or fourth does the group start doing the real work of pressure-testing each other's hardest calls. Members who quit at month two almost always quit right before the value inflects.

## How do you get the most out of your Core Group?

Your Core Group is the single highest-value asset in the membership, and it operates on a simple economy: you get out what you put in, weighted by the quality of what you bring. The members who benefit most walk into each session with a **specific, current, unresolved problem** — a board dynamic they're navigating, a reorg they're second-guessing, a compensation negotiation, a co-founder conflict, a decision they're genuinely stuck on. Vague check-ins ("things are busy, lots going on") produce vague advice. A sharply framed dilemma produces a room full of senior operators who have each solved a version of it.

![How do you get the most out of your first year as a Chief member in 2028 — figure 2](/assets/qa/q19021-b2.jpg)


Preparation is the differentiator. Before each session, spend fifteen minutes writing down the one thing you'd pay to have eight peers help you think through. Bring the actual numbers, the actual email, the actual org chart if the group's confidentiality norms allow it. The more real the input, the more useful the output. And reciprocate with the same intensity: the group's trust is a shared account, and members who only take withdrawals get quietly deprioritized. When it's someone else's turn, be the person who asks the sharp clarifying question and follows up next month to see how it went.

Treat your **executive coach** as a distinct resource from the group itself. A skilled facilitator is not just keeping time — they're trained to surface the pattern underneath your presenting problem, and many members find that the between-session relationship with the coach becomes as valuable as the group meetings. Ask your coach directly, early: "What do the members who get the most out of this group tend to do differently?" They've watched dozens of cohorts and will tell you.

![How do you get the most out of your first year as a Chief member in 2028 — figure 3](/assets/qa/q19021-b3.jpg)


The following loop is what a high-return member's Core Group cadence looks like across the year:

```mermaid
flowchart TD
    A[Pre-session: write your one real problem] --> B[Core Group session: present + get pressure-tested]
    B --> C[Capture 1-2 concrete commitments]
    C --> D[Act between sessions]
    D --> E[Report back: what happened]
    E --> F{Resolved?}
    F -->|Yes| G[Bank the win, help a peer next]
    F -->|No| A
    G --> A
```

The reporting-back step is what separates a support group from a board of advisors. When you tell the group "I did the thing you suggested and here's what happened," you turn abstract advice into a real accountability system — and you signal that their time produced an outcome, which makes them invest more in you next time.

## Which programming and events are worth your limited time?

Chief's calendar in 2028 will offer far more than any member can attend — speaker sessions, workshops, clubhouse events, regional gatherings, and community-hosted meetups. The instinct to attend everything in month one is understandable and wrong. Time is your scarcest resource as an executive; spraying it across every event produces shallow exposure and burnout. Instead, run a simple filter.

Pick a **theme for your year** — the one capability or transition you most want to build (getting board-ready, moving from functional leader to GM, navigating a turnaround, preparing for a CEO seat). Then evaluate programming against that theme. A session on board governance is a must-attend if board-readiness is your theme and a skip if it isn't, no matter how impressive the speaker. This single filter will cut your event load by two-thirds and double the relevance of what remains.

For the events you do attend, the value is rarely the content — it's the room. Senior executives can get content anywhere. What Chief uniquely offers is a curated room of peers, and the return comes from the two or three conversations you have before and after the formal session, not the panel itself. Arrive early, stay late, and treat the speaker content as a shared reference point that gives you something specific to talk about with the person next to you. One good conversation that turns into an ongoing relationship is worth more than ten sessions attended silently.

Be deliberate about in-person versus digital. If your tier and location give you clubhouse or regional access, the in-person events convert to durable relationships at a far higher rate than digital ones. Front-load those in your first quarter while you're building your network, then lean on digital programming for ongoing learning once your core relationships are established. For a deeper framework on turning executive events into pipeline for your own goals, see [pulserevops.com/knowledge/executive-event-roi](https://pulserevops.com/knowledge/executive-event-roi).

## How do you turn the member network into real relationships and outcomes?

The member directory is where most of the latent value sits, and where most members never dig. Thousands of senior women executives across every industry and function is an extraordinary asset — but a directory is not a network. A network is a set of relationships you've actually built, and building them requires a deliberate outreach practice that most new members never start.

Run a **structured one-to-one program** in year one. The mechanics are simple: each week, identify one or two members whose experience maps to your year's theme or your current live problem, and send a specific, low-friction outreach. Specificity is everything. "Would love to connect!" gets ignored; "I saw you led the RevOps function through your company's PE transition — I'm facing that now and would value fifteen minutes on how you handled the reporting cadence with the new board" gets a yes. You're not asking for mentorship in the abstract; you're asking a precise question of someone uniquely qualified to answer it.

Reciprocity makes this sustainable. Every time you take a conversation, offer one. Make your own expertise visible in the community — answer questions in the digital spaces, share a resource you built, volunteer to speak on the thing you know cold. The members who become hubs in the network are the ones who give first and give specifically. Over a year, this practice compounds into something no LinkedIn connection count can match: a set of peers who will take your call, make an introduction, or vouch for you when a board seat or a role opens up.

Here is the flywheel that turns membership into outcomes over the first year:

```mermaid
flowchart LR
    A[Define year theme + 1 measurable outcome] --> B[Core Group: pressure-test hard calls]
    B --> C[Programming: filter to theme only]
    C --> D[1:1 outreach: specific asks + offers]
    D --> E[Give first: share expertise publicly]
    E --> F[Relationships compound]
    F --> G[Outcome: board seat / role / decision quality]
    G --> A
```

The engine only turns if you've defined the outcome at the top. A member who joins "to network" has no way to know if the year worked. A member who joins to "land a board seat by Q4" or "make a confident decision about whether to take the CEO role" can steer every hour toward it — and can tell, twelve months in, whether the investment paid off. For a companion method on setting and tracking executive development goals, see [pulserevops.com/knowledge/executive-development-goals](https://pulserevops.com/knowledge/executive-development-goals).

## What does a high-return first-year cadence look like month by month?

The members who report the strongest year one follow a rough arc rather than a flat pattern of occasional attendance. Front-load, then compound.

**Months 1–3: Invest heavily and build the foundation.** Attend every Core Group session without exception — this is the trust-building window and missing early meetings sets you back a quarter. Complete your member profile thoroughly so others can find you. Define your year's theme and your one measurable outcome. Start your one-to-one outreach immediately, aiming for one or two conversations a week. Attend in-person events aggressively while you're new and everyone expects you to be introducing yourself. This quarter feels like a lot of time; it's the price of the flywheel spinning up.

**Months 4–6: Convert exposure into relationships.** By now your Core Group is doing real work and your outreach has produced a handful of genuine relationships. Deepen them — move from single conversations to ongoing check-ins with the three or four members who matter most. Start giving back: volunteer, share, host. Use programming selectively against your theme. This is where members who front-loaded start seeing the first concrete returns — an introduction that matters, advice that changed a decision.

**Months 7–9: Compound and contribute.** Your network is now an asset you can activate. Make asks that would have been impossible in month one. Become a visible contributor in the community, which pulls opportunities toward you. Revisit your year's outcome and course-correct if you're off track.

**Months 10–12: Harvest and renew intentionally.** Assess honestly against the measurable outcome you set. Cash in the relationships — the board introduction, the reference, the door-opener. And make your renewal decision from evidence, not vibes: if you ran the loop and can point to what changed, the value is self-evident; if you can't, diagnose whether you under-invested before you blame the membership.

Members transitioning between roles or into fully remote executive work should weight the in-person and clubhouse access even more heavily in the first two quarters — the informal, high-bandwidth relationship-building that happens in person is the hardest thing to replicate digitally, and it's precisely what a solo or newly-appointed executive most lacks. See [pulserevops.com/knowledge/remote-executive-network](https://pulserevops.com/knowledge/remote-executive-network) for how to build executive relationships without a daily office.

## Related questions

### Is Chief membership worth it for a first-year member?
It's worth it if you run it as a system — Core Group, programming, and one-to-one outreach on a fixed cadence tied to one measurable goal. Passive members get a pleasant network; active members get board seats, roles, and better decisions. The variable is your effort, not the membership.

### How much time per week does Chief membership require?
Plan for two to four hours weekly in the first quarter: one Core Group session per cadence, one or two one-to-one conversations, and selective programming. It tapers after the network is built. Front-loading the first three months is the single biggest driver of year-one return.

### What's the biggest mistake new Chief members make?
Sampling everything passively instead of running a deliberate loop. The second biggest is quitting around month two, right before Core Group trust inflects and the real value begins. Both come from treating the membership as an amenity rather than an operating system.

### How is Chief different from a traditional networking group?
Chief pairs a facilitated, coach-led peer group of vetted senior executives with a broad member network and curated programming — the depth of a mastermind plus the reach of a professional association. Traditional networking gives you contacts; Chief gives you a standing board of advisors and a room of peers at your level.

### Can you get promoted or land a board seat through Chief in one year?
Members do, but not passively. It comes from defining that outcome explicitly, using the Core Group to prepare, and making specific asks of members who've walked the path. The network creates the opportunity surface; you still have to work it deliberately across the year.

## FAQ

**What is Chief?**
Chief is a private membership network created to connect and support senior women executives and leaders at the VP level and above. Its core offerings include coach-led peer Core Groups, executive programming and speakers, clubhouse and digital community access, and a member directory for one-to-one connection.

**Who is eligible for Chief membership?**
Chief is designed for executives at the VP level and above, with distinct tiers historically differentiating VP-level leaders from C-suite executives. Eligibility and tier definitions have evolved, so confirm the current criteria directly rather than relying on older descriptions.

**How much does Chief cost in 2028?**
Membership pricing varies by tier and has changed over time, and some employers sponsor membership as a leadership-development benefit. Because pricing is set by the company and subject to change, verify the current rate and any sponsorship or financing options directly with Chief rather than trusting secondhand figures.

**What is a Core Group in Chief?**
A Core Group is a small, curated peer group of roughly eight to ten executives at a similar level, guided by a trained executive coach who facilitates recurring sessions. It functions as a confidential board of advisors where members pressure-test their hardest professional decisions.

**How often does a Chief Core Group meet?**
Core Groups meet on a recurring cadence set by the group and coach. Consistent attendance — especially in the first few sessions — is the strongest predictor of value, because group trust takes two to three meetings to form before the deep work begins.

**Do you have to attend in person to benefit from Chief?**
No — Chief offers substantial digital community, programming, and one-to-one connection that deliver value entirely remotely. That said, if your tier and location include clubhouse or in-person access, those events convert to durable relationships faster, so front-loading them in your first quarter is worthwhile.

**How do you measure ROI on a Chief membership?**
Set one measurable outcome at the start of the year — a board seat, a promotion, a specific decision, a defined relationship goal — and assess against it at renewal. Members who define the outcome up front can judge the return objectively; those who join "to network" have no way to know if it worked.

**Should you renew after year one?**
Base the decision on evidence. If you ran the loop — active Core Group participation, theme-filtered programming, consistent one-to-one outreach — and can point to concrete outcomes, renewal is easy. If you can't, first diagnose whether you under-invested before concluding the membership lacks value.

## Sources

- [Chief — Official Site](https://chief.com)
- [Harvard Business Review — Peer Networks and Executive Development](https://hbr.org)
- [McKinsey & Company — Women in the Workplace](https://www.mckinsey.com/featured-insights/diversity-and-inclusion/women-in-the-workplace)
- [LeanIn.Org — Women in the Workplace Report](https://leanin.org/women-in-the-workplace)
- [MIT Sloan Management Review — The Value of Professional Networks](https://sloanreview.mit.edu)
- [Center for Creative Leadership — Executive Peer Coaching](https://www.ccl.org)
- [Korn Ferry — Board Readiness and Executive Advancement](https://www.kornferry.com)
- [Catalyst — Advancing Women Leaders Research](https://www.catalyst.org)

## Related on PULSE

- [Executive event ROI: turning rooms into pipeline](https://pulserevops.com/knowledge/executive-event-roi)
- [Setting and tracking executive development goals](https://pulserevops.com/knowledge/executive-development-goals)
- [Building an executive network as a remote leader](https://pulserevops.com/knowledge/remote-executive-network)
- [The peer advisory board playbook](https://pulserevops.com/knowledge/peer-advisory-board-playbook)

Was this helpful?

Kory White

How do you get the most out of your first year as a Chief member in 2028?

What should you actually expect from Chief membership in year one?

How do you get the most out of your Core Group?

Which programming and events are worth your limited time?

How do you turn the member network into real relationships and outcomes?

What does a high-return first-year cadence look like month by month?

Related questions

Is Chief membership worth it for a first-year member?

How much time per week does Chief membership require?

What's the biggest mistake new Chief members make?

How is Chief different from a traditional networking group?

Can you get promoted or land a board seat through Chief in one year?

FAQ

Sources

Related on PULSE

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