Not too long ago, CEOs were taught to
painstakingly build a positive reputation. They were told this required a
full-on, long-term, 360-degree approach that covered all stakeholders and
provided a consistent image to everyone, that merited trust, and was marked by
the CEOs' confidence and constructiveness. But: The world has changed, and the
concept of reputation is among the many victims. Here are four pieces of advice
CEOs need to cling to in order to survive under the new circumstances.
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| The right communication can boost a CEO's perception |
1. Recognize the new parameters
Predicting a CEO's future behavior seems
more important than ever now that even a tiny slip can lead to shitstorms or a
full-blown scandal. A thoroughly
constructed image can be destroyed on the spot, while the cultivated reputation may well be worthless tomorrow.
More
importantly, the reality we perceive is no longer built on long term perception.
It is the result of small, often singular encounters with a specific impression
or information with tremendous consequences for the way an image is constructed
or deconstructed. "Whatever we present as political challenges, the public
demands the immediate proof - with a photo, a video or something that provides
authenticity", complained a US politician recently. "It is not about
studies and figures any more, it is about instant images".
2. Acknowledge that you have a vital
communication role, both internally and externally
Many CEOs persist in the thinking that
theirs is solely a management job. Heavy as that role may be, they must do
more; otherwise they will most likely act along common patterns which lead to top managers’ firings.
Internally, the CEO should be aware that the way they communicate, including
the tools they use to transmit their message, can greatly influence his or her
perception and build up internal trust if done the right way. Externally, the
CEO is the company's public face. Being unaware of one's environment or how to
communicate with it diminishes the stakeholders and the public’s trust in the
manager and seriously hurts his or her perception over time. Today the
possibilities for the company to experience perception-problems or full-blown scandals
are higher than ever: These are moments when only the highest-ranking person in
the firm, and not the designated spokesperson, can ably speak for the company.
When that happens, the CEO should be ready.
3. Understand that perception is
the business
Gone are the days when communication in
order to create a favorable image was just something the CEO had to concentrate
on from time to time. In today's VUCA-world it is an integral part of the core business, involving the best communication
minds in the firm and installing not a long-term, 360-degree approach but
rather quick-(re)action-force-style tactics. This is what the change from
reputation to perception is about: The creation of many isolated encounters
providing a specific image – which can change very fast – rather than the
ongoing penetration of the same message.
4. Know when you need help
Thinking this new paradigm true, it needs
new approaches to corporate and personal communications. Otherwise, the
striving for reputation can kill promising careers – as we have shown in our
study.
Not all CEOs are talented communicators or are savvy in the face of persistent
journalists. In fact, few CEOs actually relish the harsh spotlight that is
fixed on them. CEOs should consider up-to-date communications training to help
them master the new challenges of the VUCA-world and develop a personal
communication style that creates specific messages and images at the right
times.
Image credit: wikimedia.org
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