CEO BRANDING

          Branding the Chief Executive Officer (CEO)

 “A CEO has to have some kind of identity. Being nice is not good enough. A large company needs to have a CEO who is recognized by the media, the general and business community. He has to be known for being an honest and responsible person, with leadership qualities.

CEO branding: The why

Just as a company gets mileage from well-branded products, a well-branded CEO can become a key asset.

 “The last and worst thing a CEO can do is to avoid the media. That does not score any marks for confidence.

“The CEO must come across as responsible. Many times, people do not want to admit there is a problem. In such cases, no communications strategist will be able to help. It is a management problem,” says Scudder.

Toy maker Mattel is generally perceived as a responsible company. It recalled some of its lead-tainted products and toys with magnets that could be swallowed by young children. It was also honest when it admitted later on that there were design flaws rather than faulty manufacturing.

The how

Scudder suggests CEOs work with their public relations professionals to plan for a certain number of appearances with the media for the coming year. Be judicious with choice of media.

“This is not self promotion. Talk about the company and what it is doing in today’s changing business world. Where is your industry heading? Investors and shareholders will want to know.”

When meeting the media, public relations professionals and CEOs should prepare some stories which will be of interest.

If it is investor relations, be clear, concise and credible with the earnings goal. Be honest.

If it is unveiling a new product, focus on what it can do and how much better it is than the previous model. Then only zoom in on the technical details.

“Branding a CEO is different from doing a commercial. Package the information that is to be shared neatly and with interesting anecdotes. Be human and real.”

The second step is to accept a certain number of public appearances. Again be judicious. There are certain platforms to be seen on and others you want to avoid. Make sure there is a well-written speech with lots of information and trends that the audience can chew on. Take a world view and take off the blinkers.

Do some writing and get it published, or have someone do some pieces on economic issues or trends. In Malaysia, several company founders have their own biographies intermingled with their personal philosophies. Stand by the writing.

Fourth, be committed to one or two philanthropic cause.

The pitfalls

Scudder says he has been working with CEOs around the globe to fine-tune their strategies and media profile. All pitfalls, big or small, can be overcome if there is cooperation.

“Do not go before a camera unprepared. And do not put someone who has not been trained in front of the camera. That is a terrible thing to do. All public professionals worth their salt will prepare the CEO for the possible questions to be asked and how they ought to be answered.

“An interview is not an interrogation. It is a dialogue between two friends. So it is okay to admit you do not know about the sales done in the Philippines, but the performance in China is tremendous. Do not be evasive, or mumble some unintelligible response. That will come back to haunt you.

“Remember that the press is not an army out there to get you. They just want to get a good story. They are competing with their own colleagues for space in their publication. They do not have an agenda.”

The objective of an interview is not just to answer questions. Do not assume too much knowledge on the part of the reporter. The CEO has to pick up the ball and tell the press what is the most interesting thing that is happening on his turf.

In the event of a crisis, come out in the open. Be prepared to say:

– what happened

– how it happened

– what were the immediate response

– what is the current situation

– is the faulty product still being sold

– what future steps will be taken to prevent this from recurring

“The press deserves an answer. They have a readership who wants to know, and you, as the CEO, have shareholders and investors who want to know what is going on,” says Scudder.

And the result of all that strategising: a CEO who is an asset to the company and all the benefits that come with being an open and responsible leader who has a grip on the bridle.

By The Star (by Thean Lee Cheng)