In today’s digital-first world, the expectations on senior executives to be active and authentic on social networks—especially LinkedIn—are higher than ever. Over the past five years, the Financial Times reports that there has been a 35 per cent increase in C-suite professionals in the US on LinkedIn, reflecting the growing importance of online leadership visibility.
It’s no longer just about sharing corporate updates. Executives are now expected to offer a more personal touch, often revealing snippets of their private lives while speaking out on societal issues. The challenge for many leaders, however, is balancing this transparency while maintaining professionalism.
A significant portion of this responsibility falls on the shoulders of communication teams.
This is the broad topic that Shel and I discussed in episode 432 of our For Immediate Release podcast, published on 18 October.
A major anchor point for our discussion is in a Weber Shandwick report that says the key to success lies in authenticity, which is a theme we’ve addressed frequently in previous podcast episodes. CEOs and other C-suite executives who excel at this have a natural ability to communicate well and engage in a genuine way.
It’s All About Authenticity
Take, for example, automakers where senior executives like Thomas Schmall, CEO of Volkswagen Group Components in Germany, and Jim Farley, CEO at Ford Motor Company in the US, stand out for their ability to speak with their LinkedIn communities with natural enthusiasm, knowledge, and passion about their company, its products, and the wider industry in which they operate. These leaders aren’t delivering scripted PR pitches—they’re conveying real excitement and expertise, which resonates deeply with their audiences.
But what happens when a senior executive isn’t a natural communicator?
This is a common issue, and it can’t be ignored. I believe forcing someone into a role they’re not suited for can lead to inauthenticity, which is the exact opposite of what today’s professionals and consumers expect. Unfortunately, this is also a common issue. Communicators must step in and find ways to help these leaders develop a comfortable approach to authentic engagement.
One approach is to focus on what a particular leader is good at.
For example, some executives may be poor writers but great speakers. Take Bill Marriott, for example, who used to dictate his blog posts, allowing his communication team to transcribe his words while maintaining his authentic tone. Others might feel more at ease in interview formats rather than solo posts or videos. A great communicator will identify these strengths and suggest formats that play to them.
In cases where even these approaches don’t work, it might be wise to delegate. Many organisations have turned to their number two—whether a COO or senior executive VP—to be the public face when the CEO is not a natural communicator. This ensures that the organisation still has a strong, authentic presence without forcing the CEO into an uncomfortable position.
Ultimately, communicators play a pivotal role in helping executives navigate the complexities of contemporary online engagement on social networks. Whether it’s finding the right medium for an executive or guiding them on how to engage with authenticity, our job is to ensure that they communicate effectively, connect genuinely, and build trust.
Listen to FIR 432
You can listen to our 18-minute conversation right here; or, if you don’t see the embedded audio player below, listen on the episode 432 show notes page on the podcast website. You can also find links there to the source material we referenced in this episode.
Key Takeaways:
- Senior executives are increasingly expected to engage authentically on social networks, particularly on LinkedIn.
- The best CEOs exhibit a natural ability to communicate, like leaders at Volkswagen and Ford, who speak with genuine enthusiasm.
- Communicators must guide leaders who struggle with authenticity, identifying formats or mediums that play to their strengths.
- In cases where a CEO is not suited for public engagement, delegation to another executive may be the best option.
- Helping executives show vulnerability and authenticity is essential to building trust and connection in today’s business landscape.
Related Reading:
- Digital agencies must learn how to speak the CEO’s language (26 February 2016)
