There are many reasons or occasions to change or redefine the communication role of the CxO – here are a few examples:
The manager
- is new to the company and wants to communicate actively
- has not yet really found his role – even if some time has already passed in the function
- must set itself apart from its predecessors and usher in new times
- is at the forefront of shaping an upcoming transformation or change
- wants to strengthen employee loyalty to the company
- is a new member of a management team in which the roles are already distributed (and perhaps need to be redistributed)
- …
Sometimes there is something artificial and staged about the subject. As if a person should be positioned differently than they actually are. We can safely discard this idea. With their expertise, communication experts help the CxO to present themselves in such a way that the communication is coherent, effective and targeted. What is the best way to proceed?
Start analysis, define positions
We start with an as-is analysis by asking a diverse cross-section of colleagues across all hierarchical levels how they perceive the head of the company – as a person, as a boss, as a role model, as a motivator, as a colleague, as a manager – in other words, in all the roles that are taken on. The CxO should also put a handful of names in the survey pot, as there are certainly people with whom there is more contact or whose opinion is of particular relevance. The answers are not later assigned to the interviewees – after all, the aim here is to answer openly and honestly. Openness and trust are also important aspects in the direction of the CxO. He/she must be prepared to deal openly and honestly with his/her communication experts and be able to rely on the exchange being treated confidentially.
The goal as a signpost
Because as soon as the results of the employee survey are available, a few unpleasant statements are likely to be made. These must be expressed. The other person must accept them and see them as an impetus for change. This impulse leads to a desired target image that is designed together with the communication. How does he or she want to be perceived in the future? Which priorities should be set, which character traits should be shown? Which topics should be addressed and which management style should be chosen? The communicators themselves will also have some questions in mind that fit the situation and constellation (perhaps also in the management team). It also makes sense to prepare the next step: Which formats suit him/her? Honest feedback is required at this point. How does the person come across in front of the camera? Are monologues or dialogs his/her strength? Is the voice perhaps predestined for a podcast? Do they need training to become even more confident during live appearances? What language is suitable and appropriate? Is the appearance also right in terms of outfit? There is a lot to discuss!
Becoming concrete: Develop and implement measures
All the information is now available to develop a strategy and derive the corresponding positioning measures. Capacities must also be freed up in the team to prepare for implementation. Regardless of which measures ultimately win the race, they require careful planning. A podcast needs a concept, perhaps a second voice, employees may need to be involved by asking questions. A blog needs to be written and in most cases a vlog also needs service providers to support with technology and editing.
We recommend focusing on one or a maximum of two measures at first. The CEO also needs to familiarize him/herself, perhaps experiment a little and check how the whole thing is received. All feedback is welcome and can also be passed on to the manager.
We have summarized other relevant aspects for positioning under “Expert knowledge”.
CEO positioning makes sense
For internal communication, added value is achieved when the CEO is optimally positioned in the company, for example in crisis situations, difficult company phases, but also in normal everyday communication. The CEO becomes a medium (not in the esoteric sense) that can be used in IC. The CEO is a figure of identification – always. It makes sense to use this in a targeted manner, as it only has positive side effects. If it is not used, CEO communication is undirected and without a system. This can work well, but rarely does. Our experience shows that clear positioning is worth the effort and creates a reciprocal effect: The CEO feels closer to the employees, more confident in dealing with them and exerts a positive influence on the corporate culture. Is Corporate Communications planning to position the CEO externally? If so, the internal field has already been prepared and paves the way for a credible strategy in external communication.