From CEO to Spokesperson in 5 Steps
In terms of communication styles, there are as many types of CEOs as there are CEOs in the world. Still, we can broadly categorize them as introverted, extroverted, military-style, and untamed, as well as different combinations of these.
The different CEO communication styles—and how to make the most of their characteristics—will be the subject of a future post.
What they all have in common is that their voice and presence are necessary, and at times essential, for an organization to communicate successfully with its key audiences.
At Komunika Latam, we understand that the CEO’s spokesperson role is not improvised—it is trained. That is why, through Komunika Akademy, we offer specialized training for senior leaders. For more information, click here.
The first temptation—and the reason every area of the company will compete for it, and even debate it with the corporate communications team—is to have the CEO sponsor and endorse all their initiatives. Many executives fall into the trap of talking about everything, all the time.
That is why here I share 5 key actions to ensure your CEO’s voice is heard where it needs to be heard and when it needs to be heard, so that it creates the desired impact and adds value to the company.
1. Make them aware of their role as the lead spokesperson
First, help them understand their role as the company’s most authoritative voice and the impact their communication has on different key audiences, particularly employees, the leadership team, investors, authorities, and the media.
Representing the company and serving as its voice is one of their core responsibilities. They can rely on other executives who report to them, but always under the guidance of the Corporate Communications Director.
They must also understand that this does not mean speaking all the time or about everything, much less betraying their essence. If they are introverted, their communication style should align with their personality and make the most of other types of interactions.
2. Define their narrative
According to John Hamm, author of Why Entrepreneurs Don’t Scale, in the article “The Five Messages Leaders Must Manage” CEOs should avoid speaking in generic terms, assuming that everyone understands what they mean when they say things like “focus on priorities,” “capitalize on our advantages,” or “ensure profitability.”
This causes their direct reports to echo the same type of communication, leaving the organization confused as to whether what they understand as priorities is the same as what their leaders mean.
That is why he suggests focusing the CEO’s narrative on five major themes.
Organizational structure and hierarchy
Organizational changes and the responsibilities of each role are an unavoidable topic for the CEO. They clarify the chain of command and define the playing field for the different areas.
Results
The company’s financial and operational results are the outcome of teamwork, and analyzing and discussing them through the CEO’s lens—whether they are good or bad—enables learning and helps focus attention on the metrics that matter.
Their expectations as a leader of their team’s work
The leader must be clear about what they expect from their team members, both in terms of results and the means used to achieve them.
Time management
The director is the one who sets priorities and provides assurance that the activities we are carrying out are moving in the right direction and aligned with the strategy.
Culture
It not only communicates culture, but also reflects and conveys it through behavior. The CEO is the clearest example of the kind of conduct expected from every employee. The CEO and their team must lead by doing.
A company’s culture should be expressed with passion and determination, but above all with precision.
Beyond broad and philosophical statements, each principle must be translated into specific behaviors, according to the audience’s level of understanding.
“It is hard to reach employees’ hearts and minds if the CEO’s head is in the clouds,” says Bill Taylor in his article “Step into the Front Lines or Risk Losing Touch.”
3. Set clear moments for intervention and plan interactions
One of the most difficult aspects for a CEO to manage is their schedule. That is why we must ensure that their interactions with different key audiences take place at the moments when they add the most value and where only they can truly make a difference.
Key events such as shareholder meetings, employee town halls, analyst meetings, press conferences, and other interactions can be planned in advance.
We can also think in terms of editorial formats such as letters, opinion pieces in the media, blogs, and emails that, when scheduled ahead of time, can position the CEO as a content creator and thought leader who proactively contributes to the company’s reputation.
4. Their image as a reflection of the company’s values
A key aspect is their image as an executive. It will depend on the moment, the setting, and the audience, but their attire, nonverbal communication, and the types of actions they take in public are all essential to establishing their influence.
We are not suggesting they should behave like politicians all the time, but it is possible to build empathy with audiences through specific actions that align with who they are.
5. The CEO’s digital image
Of course, the CEO should be the leading ambassador for our brands and companies, with a public digital profile aligned with their personality and the company’s values.
The CEO and their leadership team can be highly effective influencers among employees through their activity on personal social media channels, driving traffic and referrals to the company’s websites and social media platforms.
Bonus: Plan, practice, and provide support
We cannot assume that simply because someone is a CEO, they automatically know everything—including how to speak in public or to the media. Being the company’s lead spokesperson requires study, practice, execution, and feedback.
It is becoming increasingly essential for leadership teams to prepare through spokesperson and public speaking training. Practice makes perfect. Every interaction should have its own preparation and rehearsal time to ensure the greatest possible success.
Fidel Salazar
Consulting Director
fsalazar@komunikalatam.com
LinkedIn: Fidel Salazar
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