Today, leaders are expected to be public, present and pitch perfect. Harvard Business Review echoes this in its research on the professional skills—primarily, social skills—that matter more today than in previous generations: “As companies move away from shareholder primacy and focus more broadly on stakeholder capitalism, CEOs and other senior leaders are expected to be public figures. They’re obliged not only to interact with an increasingly broad range of internal and external constituencies but to do so personally and transparently and accountably.”
Building a public profile also builds trust
Executives get promoted because they are good in their roles and deliver desired business results. As the job becomes more senior, the work has a greater external focus. Often, execs fail to build coalitions beyond their organization’s walls due to their lack of experience in networking and public engagement, and because they haven’t honed their “outside voice.”
One of the most common mistakes senior execs make is failing to build engaged external audiences and supporters early in their careers. Facilitating social connections—talking with reporters, expanding social media networks, or writing LinkedIn articles—not only builds a public profile, but also shapes ideas, increases transparency and builds trust with consumers. It’s also the best way to bring your voice to the world as an executive and show that you are 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 amplify the work she feels is important and celebrate people who deserve recognition. She also understands the importance of amplifying her own voice to ensure that women are represented in spaces where they’re often the minority.
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“Beyond social, I speak at conferences and in podcasts because I think it’s important for female voices from the brand side to shape industry trends and points of view,” Gansle says. “I hope to be a role model for others in that regard, in addition to having something to say.”
Employees have been told that anything they post on social media could be viewed as representing the company. This often leads to an inherent trepidation surrounding social platforms, and as people move higher up the ladder, silence often ensues.
Wading into openness is challenging. “You have to decide to be open, honest and caring—warts and all,” says Karen Starns, CEO of Houseful, an RBC Company, and past chair of the advisory council 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 look at networking as horizon-building. Once you think you have your silo nailed, tackle the learning in the horizon-building piece."
Navigating the intersection of personal and corporate identity
Companies must evolve their systems and structures and trust that executives will embody and represent the company's core values on social media and beyond. Embracing a philosophy of openness and vulnerability only works when 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 was norming. As he advanced, he watched how company leadership experimented and observed the following: “Culture matters. In stepping forward with a public POV on the market—the business or a brand—you have to know if the board and exec leadership have your back. First and foremost, there has to be a values alignment with the executive and the company.”
Of course, you can’t expect your board or company leadership to back you if you’re using social platforms recklessly. “Freedom of speech ensures that everyone can have an opinion and have the stage to share it. We have to be wise and thoughtful about how to share it, and the platform on which to share it,” advises Laura Hutfless, co-founder at FlyteVu, a full-service entertainment marketing agency. “My number one rule is that if the topic is nuanced, choose a platform that can go beyond 280 characters to ensure your topic is being clearly voiced.”
Companies that cultivate a culture of openness, vulnerability and trust enable leaders to embrace their individuality and public presence more fully. This sets the stage for the next crucial step: getting more 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 readiness to challenge traditional ideas about how executive leaders should present themselves publicly. To get started, ask yourself the following questions:
● Are you willing to be personally vulnerable? When we’ve made it to this echelon in business, being vulnerable is the opposite of what is traditionally expected—we are taught to be strong, hard and confident. However, research on leadership shows that when leaders share feelings and admit mistakes, they are seen as more trustworthy, reliable and competent.
● Are you contributing to a culture of transparency? Transparent leaders attract the right energy and talent, building trust and, ultimately, stronger internal teams. Leaders who behave honestly and transparently—both in words and deeds—create a culture where collaboration, empathy, respect and open communication thrive.
● Does your organization have a stakeholder mindset that encourages conversation around business, brand and current events? Are you effectively communicating this mindset to your employees? Conversely, where is the line drawn?
● How do you build a public persona that’s charismatic and popular without overshadowing 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
How you answer those questions will differ from your peers, and that’s the point—your authentic voice is unique.
For those still uncomfortable with the idea of stepping into the public eye, think about how your silence could be perceived by your industry peers, your company leadership and your customers. People want to connect 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 OK, but you won’t be a part of the change,” Hutfless says. “And those following in your footsteps won’t be positioned for change, either.”
Putting yourself out there, professionally and personally, is worth the risk. You never know who you might inspire.
“Hearing other people’s stories and insights can often be a spark for me, or trigger a new idea, or change my opinion on a topic,” Gansle says. “If those people had chosen to be silent, then they lost out on an opportunity to have an impact on others — and I lost that opportunity for a spark!”
