Smart CEOS are good at getting what they want. Firstly, that means manoeuvring one’s way to top of a company. Then it’s about making sure that sales, profits and share prices all tick upwards. Success here provides them with a generous scoop of the spoils. In addition to trappings such as these, there is another craving among the c-suite: attention.
Celebrity tycoons aren’t new. Industrialists like JD Rockefeller and Andrew Carnegie are often thought of as the first publicity-courting entrepreneurs. But deft moves in business have catapulted people to fame since Croesus started minting money sometime after 585 BC.
Whether you are the ancient king of Lydia or a modern mogul, the impact of your personal brand is hard to anticipate. It can be used to great effect (think Steve Jobs’ product unveilings) or with disastrous consequences (think Elon Musk’s alienating outbursts). Either way, more leaders are stepping out of corner offices and into the limelight.
Chief Extrovert Officer
Leaders are supposed to do well at the hard stuff. That means managing finances, running operations and teasing out the right strategy. While these still constitute the central skills needed for those at the top, researchers have discovered that the possession of softer attributes – like empathy, diplomacy and being nice – also dictates the success of a leader.
A study by Harvard Business School, Imperial College Business School and Cornell University found that head hunters want candidates who can listen actively and persuade (rather than order) people to work toward a common goal. In an economy where nebulous global teams must work together, a measure of charisma and showmanship can grease the operational wheels – and stir demotivated employees back into action.
The continued importance of purpose is key here too. CEOs (particularly founders) are usually the best at articulating what a company is all about, whether they’re speaking on breakfast TV or at an all-hands Zoom meeting.
Jeff Taylor is founder of Courier Media, a publishing company that explores modern entrepreneurship. He thinks that in some instances, founders say it best: “There’s an opportunity for outspoken founders to communicate the values of their businesses,” he says. “Consumers are looking to understand the people, values and ethics that stand behind brands.” Taylor cites Tim Cook, Apple’s CEO as a figure whose profile adds enormous value to the company – even though he rarely looks comfortable under focus.
Competence or charisma?
Competence and charisma don’t always appear in the same place, yet today’s leaders are expected to possess both. Fortunately, if you’re lacking in the latter, there are ways to help.
Chris Wilkins runs Audley, a reputation and strategy consultancy. He thinks that the team around a public figure is instrumental in whether a media appearance triumphs or tanks. With a strong script, a bit of coaching and encouragement, a mediocre speaker can come across well and deliver a vital message. “The offices of CEOs would do well to function like that of a cabinet minister,” he says. “Whether you’re running a company or a country, there is a big element of performance. The question is, ‘has the team created the right conditions for the big moments to go well?’”
Before joining Audley, Wilkins employed this approach for Theresa May when she was prime minister. The speeches might have been on point, but there wasn’t much he could do about pranksters, coughing fits or off-the-cuff anecdotes about the PM’s antics on arable land.
All this demonstrates that while it’s imperative to cultivate and use the power of your personal brand, this approach is prone to spiraling out of control from time to time.
Leaders of all kinds should exercise caution. Limelight has explosive qualities. It can make your business blow up – or burn.
