CMOs and the Era of Celebrity Leadership

Today, leaders are expected to demonstrate their skills in public, be present and deliver perfect speeches. Harvard Business Review echoes this in his research on the professional skills—primarily social skills—that are more important today than in previous generations: “As companies move away from shareholder primacy and toward a broader focus on stakeholder capitalism, CEOs and other senior leaders are expected to be public figures. They are required not only to interact with an increasingly broad range of internal and external constituencies, but to do so personally, transparently, and responsibly.”

Building a public profile also builds trust

Executives advance because they are good at their jobs and deliver the desired business results. As the job becomes more senior, the work becomes more externally focused. Executives often fail to build coalitions outside the walls of the organization because they lack experience in networking and engaging with the public and because they have not practiced their “outside voice.”

One of the most common mistakes senior executives make is failing to build an engaged external audience and following early in their careers. Facilitating social connections—talking to reporters, expanding your social network, or writing articles on LinkedIn—not only builds a public profile, but also shapes ideas, increases transparency, and builds consumer trust. It’s also the best way to get your voice out into the world as an executive and show that you’re proud of the brand you represent.

Michelle Gansle, McDonald’s chief data and analytics officer, is a self-described “brand cheerleader” who says she can’t imagine working for a company she doesn’t publicly support. She actively posts on social media to highlight work she believes is important and celebrates people who deserve recognition. She also understands the importance of raising her voice to ensure women are represented in spaces where they are often underrepresented.

“Outside of my social life, I speak at conferences and on podcasts because I think it’s important for female voices on the brand side to shape trends and perspectives in the industry,” Gansle says. “I hope to be a role model for others in that regard, in addition to having something to say.”

Employees are told that anything they post on social media can be seen as a representation of the company. This often leads to an innate fear of social media platforms, and as people move up the ranks, there is often silence.

Stepping into openness is a challenge. “You have to decide to be open, honest, and caring—with all the flaws and all the strengths,” says Karen Starns, CEO of Houseful, an RBC company and former chair of the advisory board for the Master of Science in Marketing program at the University of Texas at Austin. “Share your blind spots and your greatness. You have to see networking as building a horizon. Once you think you’ve got your silo nailed down, start learning how to build a horizon.”

Navigating the intersection of personal and corporate identity

Companies need to evolve their systems and structures and trust that their leadership will embody and represent the company’s core values ​​on and off social media. Embracing a philosophy of openness and vulnerability only works if employees can trust that their company will provide protection when needed.

Cory Sexson, vice president of marketing—hydration at Kraft Heinz, entered the marketing world when social media became the norm. As he grew, he watched company executives experiment and observed this: “Culture matters. When you bring a public perspective to the marketplace—a business or a brand—you have to know whether the board and executive management have your back. First and foremost, there has to be alignment of values ​​with the leadership and the company.”

Of course, you can’t expect your board or management to back you up if you use social media platforms recklessly. “Freedom of speech allows everyone to have an opinion and have a stage to share it. We have to be smart and deliberate about how we share it and on which platform we do it,” advises Laura Hutfless, co-founder of FlyteVu, a full-service entertainment marketing agency. “My number one rule is that if the topic is nuanced, choose a platform that can exceed 280 characters to make sure the point is clearly made.”

Companies that cultivate a culture of openness, sensitivity, and trust allow leaders to fully embrace their individuality and public presence. This sets the stage for the next key step: becoming comfortable with establishing your public persona as an executive leader.

Mastering Your Public Persona

Building your public profile doesn’t happen overnight. It’s a process that requires an open mind and a willingness to challenge traditional ideas about how executive leaders should present themselves publicly. To get started, ask yourself these questions:

● Are you ready to take personal risks“When we get to that level in business, being vulnerable is the opposite of what is traditionally expected—we learn to be strong, tough, and confident. But leadership research shows that when leaders share their feelings and admit their mistakes, they are perceived as more trustworthy, reliable, and competent.”

● Are you contributing to culture of transparency? Transparent leaders attract the right energy and talent, building trust and ultimately stronger internal teams. Leaders who are honest and transparent—both in words and actions—create a culture where collaboration, empathy, respect, and open communication thrive.

● Does your organization have stakeholder attitude which encourages conversation around business, brand and current events? Are you effectively communicating this way of thinking to your employees? And vice versa, where is the line?

● How to build a public image that is charismatic and popular without outshining other senior executives? “This is going to sound cheesy, but be yourself,” Gansle advises. “Not everyone likes pistachio ice cream, and that’s OK. Be pistachio if that’s who you are.”

The risk of doing nothing

Your answer to these questions will be different than your peers. And that’s the point—your authentic voice is unique.

For those who are still uncomfortable with the idea of ​​coming out, think about how your silence might be perceived by your peers, your company’s management, and your customers. People to want connect with you and relate to you — if you say nothing, what is your purpose? Why are you a leader and what example are you setting for those who come after you?

“If you don’t want to put yourself out there, that’s fine, but you won’t be part of the change,” Hutfless says. “And those who follow you won’t be prepared for the change either.”

Putting yourself out in the public eye, professionally and personally, is worth the risk. You never know who you might inspire.

“Hearing other people’s stories and insights can often spark something for me, spark an idea, or change my mind about something,” Gansle says. “If those people chose to remain silent, they lost their chance to influence others—and I lost that chance to spark something!”