3. Not balancing telling with learning
Good communications advisors help new CEOs strike the right balance between telling their story to build authentic, credible relationships and engaging in listening sessions to learn and gain insight. Both aspects of communication are important, and the right balance depends on the situation and the new leader’s communication style and preferences.
More extroverted, charismatic CEOs may be very comfortable speaking to large groups and selling their story or vision. They may be less skilled in effective listening techniques or adapting their style to various group settings, running the risk of appearing less authentic or approachable to some stakeholders.
Conversely, more introverted CEOs may struggle with bringing energy to larger forums, but excel in small group settings and listening sessions. They run the risk of under-projecting and they may be challenged to instill confidence and enthusiasm in others. As a result, audiences struggle to understand what the CEO stands for and their vision for the future.
Both types of new CEOs can be very effective with proper planning and preparation. What they all should have in common is a message platform for their first stakeholder meetings, supported by authentic ways to learn and engage with key stakeholders. The platform should be consistent but adaptable enough that it doesn’t appear too “packaged or scripted.” Key elements include:
- Your story: what brought you to this role and how has your experience uniquely prepared you to lead this organization.
- Your assessment of the state of organization: where it is today and what brought it there, emphasizing the positive when possible and the reality when necessary (especially if the company is facing a difficult time).
- Your aspirations for the future: where do you want to take the organization, why is it important to go there, and what roles can the audience play.
- What are you going to do next: how are you spending your initial time and what is a next milestone? What should the audience expect as next steps? This is especially important in the first ninety days.
4. Not establishing consistent two-way communication across multiple channels
Gone are the days when CEO communication could primarily be one-to-many projections, using presentations, memos, emails, and videos. Employees today expect opportunities to engage with the new leader and to provide input. Failure to do this is a sure way for a new CEO to seem remote and unapproachable.
New CEOs must leverage a wide array of communication channels and venues supporting both one-way and two-way communication. Social media has been a gamechanger for communication, yet a study conducted by Brunswick Group showed that only 48%of CEOs in top US companies maintain social media accounts. This is a big missed opportunity, considering employees say they would prefer to work for CEOs who have a social media presence.
Social media, while not a substitute for face-to-face communication, is a particularly potent channel because it is accessible to both internal and external stakeholders and facilitates two-way exchange. LinkedIn is the most popular platform for CEOs, with 44 percent of them maintaining a presence on the site. Additionally, many organizations’ intranet platforms can support social media-type exchanges through applications such as Yammer. Blogs, vlogs, and live videoconferencing allow new CEOs an array of options that can be tailored to specific communication needs.
These new media opportunities should be considered alongside traditional face-to-face engagements in both small and large venues. The right mix depends on the size and structure of the organization and the needs, including generational differences, of the key audiences. Social media and blogs are not a replacement for the authentic connection made through face-to-face exchanges. The value-add, however, is that traditional communication can be amplified with blogs, social posts, photos, and other channels to extend reach.
What has not changed over time is the importance of consistent and credible CEO visibility across multiple channels. According to research by Burson-Marsteller, in the US, a CEO’s reputation accounts for 50%of a company’s reputation. Building effective communication strategy from day one accelerates positive reputation building. Consistency of communication is also key to establishing CEO credibility and positive impressions.
Once an effective mix of channels in determined, it is important to fuel the process with a regular flow of quality content from a well-designed message platform. Face-to-face engagements, whether small group or large venue should always be maintained in the mix. There is an approachability and sense of connection that is best fueled through face-to-face meetings. These encounters, especially those held in larger venues, can then be shared across the organization via video or intranet to offer broader access. Although it is difficult for many CEOs to have face-to-face encounters with all their staff, they can certainly optimize the perception through strategically planned, documented, and shared events.
Most CEOs have communication staff on their teams to assist with managing channels, organizing events, producing content, and tracking responses. These activities are too time consuming for the CEO to manage alone, but it’s vitally important that they are briefed and engaged with any channel carrying their name. Many organizations create a dedicated email for CEO inquiries that is constantly monitored and managed with direct input from the CEO themself.