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I am often asked to develop executive positioning programs — building personal thought leadership strategies for senior leaders within small and blue-chip businesses, government departments, not-for-profit organizations and exchange-listed companies. In each case, it normally involves considerable upfront planning, and a detailed calendar of activities to reach a desired personal brand outcome.
Executive positioning focuses not on placing the individual in a ‘Hollywood-style’ media spotlight wherever possible, but instead follows an approach that is planned and understated ‘personal PR’ to engage usually with external stakeholders. It involves selecting appropriate engagement opportunities to build a personal brand for the individual and following a regimented calendar of activities to deliver a consistent narrative throughout.
Earlier this year I was asked to recommend an executive positioning approach for a CEO who was new to an organization, and in developing the approach I was reminded that while we normally are asked to focus on external audiences for executive positioning, the significance of internal stakeholders cannot be underestimated — in particular for a new CEO who faces uncertainty among employees. Here are a few thoughts when considering internal stakeholders.
For a new CEO, the first 100 days are extremely important; this is when the entire organization — and in particular internal audiences — will be watching the new CEO’s every move. They will be watching for signs of expected behaviour, waiting to hear objectives, plans and the vision for the business, and wondering what changes the new CEO will have for the roles and responsibilities of individual employees. It is a time when the CEO has to be careful of his or her personal behaviour and interaction with all employees, as it will normally set the tone for the CEO’s long-term ability to drive success.
When it comes to executive positioning for a new CEO among internal audiences, strategic engagement is what drives the success of the CEO’s desired internal positioning. This engagement must involve up-front research to first establish an understanding of the environment in which the positioning must occur — revealing the current attitudes among employees, their understanding and support for the business plan, their experience with previous leadership teams, and their expectations for the new CEO. And it will set the benchmark for all future program measurement and evaluation efforts can take place.
A CEO’s executive positioning program must be implemented in tandem with the organization’s broader communication initiatives to be effective. Every touchpoint, whether media interviews, blog articles, or internal newsletters, should reinforce a unified message that aligns with the CEO’s narrative. With a fully integrated approach, the CEO’s internal and external engagement supports and enhances the organization’s overall reputation.
Navigating the demands of executive positioning is challenging, with the CEO’s busy schedule and competing business priorities. Nevertheless, the CEO’s commitment to the program is essential for credibility; genuine buy-in from the start is key to ensuring that the positioning program is more than just a communications exercise. In turn, a well-executed strategy will establish the CEO as a relatable and trustworthy leader, ultimately driving a stronger corporate reputation for the entire organization.