Debate: CEOs as Storyteller-in-Chief
Should they have that responsibility? Depends on who you ask.
It’s an important question: what are the communication responsibilities of CEOs? There are differences of opinion about the answer.
“Organizations generally have large corporate communications, investor relations and marketing functions to help tell their stories,” reported McKinsey & Company. “But it’s the CEO’s words and deeds that carry the most weight.”
The consulting firm detailed why this an opportunity.
“For now, CEOs have the benefit of relatively high levels of trust with stakeholders compared with other societal leaders, according to the Edelman Trust Barometer, but the pressure remains on them to be transparent and ever-present.”
McKinsey & Company presented its case for why CEOs need to be on the front lines of communication more often.
“Stakeholders want to hear a singular narrative from CEOs about what’s happening on the ground and how the company intends to prepare, adapt, navigate and otherwise lead through change,” it wrote.
The firm proposed what needs to be done.
“To build deeper relationships with stakeholders, shape the organization’s image and enhance the business’s reputation, CEOs must,” in part, “set the tone for the organization; serve as storyteller-in-chief while empowering others to do the same.”
It’s reasonable to wonder and ask if this assertion is practical, time wise, for CEOs and thus, is sound and valuable counsel.
“A CEO as a storyteller is necessary, but not realistic,” says Lisa Dawson, director of communications & PR at StaffDNA. “CEOs cannot be everywhere all at once and PR and communication opportunities demand thoughtful attention and quick responses. It's simply not possible for many of today's CEOs.”
She elaborates as to what else is reality and more helpful for organizations.
“CEOs must be seen as communication leaders but empowering their teams to speak on behalf of the company is the most time-efficient way to tell their story,” Dawson says. “Every employee is a brand steward and must inherently understand the company's mission, vision and values.”
It’s Much More than Communication
“While CEOs need storytelling in their quiver to cast that vision, it's just an arrow, not the whole quiver,” insists Justin MacDonald, a former chief marketing officer for African Leadership University and ALX and now head of The Academy at District Church. “CEOs still have to execute.”
He stresses that communication has to be done a certain way or otherwise it not only likely falls short, it proves upsetting to stakeholders.
CEOs “need to be artful story-telling-business-result assassins,” he colorfully states. “Otherwise the story becomes fluff and the people become disenchanted.”
MacDonald provides examples of the type of communication that he believes can benefit CEOs.
“Humans connect to story, destiny and purpose,” he says. “But it can quickly become counterfeit and pretentious if you try to inflate the story, the dragon and the treasure behind it.
“We saw this in the Silicon Valley boom where every young CEO was out to disrupt every industry, even the most mundane.”
It’s vital to know what inspires and drives people in the organization.
“Antoine de Saint Exupéry said, ‘If you want to build a ship, don’t drum up the men to gather wood, divide the work and give orders. Instead, teach them to yearn for the vast and endless sea,” MacDonald says.
“One of my favorites: a job posting by explorer Ernest Shackleton for an arctic expedition: ‘Men wanted for hazardous journey. Low wages, bitter cold, long hours of complete darkness. Safe return doubtful. Honour and recognition in event of success.’”
In short, MacDonald adds, “when people are invited into a story they can see themselves in, they give their best thinking to problems along the way.”
Another professional sees the question from a different perspective.
“Most of the top executives whom I have known over the years, whether CEO's or top executives in government, the military, non-profits or other area of endeavor, have been great storytellers,” says Paul Dillon, a management consultant, Vietnam veteran and an adjunct instructor at the Sanford School of Public Policy at Duke University.
“They are able to seamlessly weave complex ideas about their organizations into an easily understandable narrative, that — and, this is most important — draws the audience in. This isn't just ‘sound counsel,’ it's an absolutely critical skill if you want to be an effective communicator.”
Storytelling Leadership isn’t for Every CEO
“I don't think that this is skill that can be taught,” Dillon says from his observations and discovery. “You either have it or you don't.
“My experience supervising the elections to both the Radio Hall of Fame and for the Chicago Regional Emmy Awards, where I've seen how top radio and TV personalities communicate, has taught me that you're ‘born that way.’” Effective story telling just came naturally to these people.”
When a CEO is communicating, they benefit from being knowledgeable upfront about what works and then operate within that sound strategy.
“Be involved in developing brand messaging and listen to your leaders and managers when they tell you who your core customer is and what they value,” Dawson says.
“Your marketing and communications team is monitoring social media and can provide valuable feedback to help develop key brand messages.”
When that is accomplished, CEOs should “rely on MarComm leaders to keep the messaging consistent and running through all internal and external communications touchpoints,” Dawson says. “If anything fundamentally changes with the business, loop your brand leader in first, don't make their participation an afterthought.”
For CEOs asking about the payoff, there are brief answers.
“Companies with strong brands tend to perform better financially,” Dawson says. “And a solid, consistent brand must have a good story behind it. When a CEO embodies the brand, it's always going to be a home run.”
Dillion is more pointed.
“Do you want to be an effective executive or not?” he rhetorically asks.
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