A simple phrase in a sticker is a good example of. “I bought it before Musk went crazy.” It is what is read in some Tesla vehicles, cars that in the beginning were considered objects of desire for many, and that were associated with greater concern for the environment being electric, but to which it now starts from society looks suspiciously after the controversies starring the founder of the company, Elon Musk. From his work as an advisor to the president of the United States, Donald Trump, to his proximity to the neo -Nazi alternative party for Germany, to name only two examples.
“” Says Facu Boggino, creative director at Futurebrand, to illustrate “the conversion of the CEOs and presidents into rock stars or influencers”In recent years, and the risk that this is. The brand development expert maintains that the tendency to a greater prominence of this type of business leaders makes the line blink between their personal image and that of his company.
Irene Milián, founder of the Brandena School and expert in personal brand, summons in the last decade the tendency to have a more public profile in the case of CEOs, executive directors and presidents of companies. “And especially following the pandemic, when everyone realized the showcase that social networks supposed.” He adds that before, these leaders opted for “the enigma roll, because they seem more unattainable. When more powerful, more armored ones were shown.” A position that still remains in certain Ibex companies.
Milián also associates the greatest public exposure to the public and the market ask for more transparency to companies. “A manager generates more confidence and more credibility,” he says. However, that greater projection has “one face ba who still fear the CEO: to go out to give explanations when something does not go well in the company.”
For his part, Juan Luis Polo, president and founder of the Good Rebels consulting, says that “the senior directors have taken the bull by the horns and have put themselves in charge of that mini revolution of having a presence in some channels, mainly social networks, where they previously felt more vulnerable and uncomfortable”.
In his opinion, this strategy entails the benefit that the messages they throw from their personal accounts have “more scope and generate a greater engagement than those published in corporate. ”In the same way, it highlights the positive impact it has on internal communication.“ Several companies, both large and small, with which we work tell us that it is closer to the rest of the team which is communicated through its profiles than what is done with a newsletter”.
Double -edged sword
This greater visibility, however, is a double -edged sword, according to Boggino. “It can be positive if the CEO is very clear about his role and always seeks to benefit the company over its own ego or its own success. But it can easily become something negative,” he says, making reference to Musk again. In his opinion, in addition, we must “distrust when an CEO is publishing all the time on social networks or appearing in podcasts. If your main obsession is the construction of your personal brand above the company’s management, it is that something is happening. It may be that the business does not go well or that it is looking for some type of professional change.” Boggin argues that a powerful personal brand can help start a business, but that only works for a while, if there is no good management that supports the company.
When enhancing the public image of a high manager, Juan Luis Polo advises having a strategy worked, and better if it is done in coordination with the company’s communication team. “You have to balance corporate messages with certain personal content, such as hobbies or trips.” And recommends having a minimum of training to understand the codes in which each social network moves and know how to behave in them.
“As they publish spontaneously, for impulses of what they feel, they can put the company into a problem, even influence the market in a way that harms sales.” And once again the figure of Musk comes out as an example of what should not be done.
On the opposite side of the founder of Tesla is Marta Ortega, president of Inditex, example, according to Boggino, how he communicates almost without speaking. Not surprisingly, he has only given three interviews, coinciding with the 50th anniversary of Zara, germ of the group. “Taking care of the details, the events you attend, how you dress and the image you transmit can communicate much more than having an active profile on social networks.” Ortega does not pronounce, but stars in press holders every time a new Inditex garment looks, many times anticipating what the clients can buy in the textile giant stores, thus creating expectations for the new collections.
Strategic guidelines
If the president of Inditex, who has an account on Instagram but is private, would like to enhance her personal image in networks, they can serve the “strategic guidelines” of Irene Milián for managers. The first is “care to count things in real time. You don’t have to make an impulsive statement on a decision that has just been taken in the company. It is better to let the matter mature.” In the same way, the expert recalls that the CEOs or presidents are not obliged to count the day -to -day business, because “that does it is an influencer and they are not. They are figures of great influence on their company, which is not the same.”
The second pattern is to draw a red line of what is private, and choose only two or three specific themes “more than the personal sphere they want to share.” As for example if they run marathons, they are good to cook or like to travel. “And contrast well for each profile what are the areas on which you want to communicate to better connect with your company’s audience.”
Third, more than a guideline sounds to warning. “Be careful who you join.” Milián maintains that with the person with whom they see, for example, speaking or having dinner at that manager “he will transmit his attributes, both the good and the bad. What can harm or benefit him.”
And finally, it is important to learn to tell stories, not to speak only with data and figures. In his opinion, it is essential to “put emotionality to the narrative of what they are living.” “If you want to tell that the company is going to make a large leap in the following months, that they are able to transmit how they are living from within. It will be closer and causes people to linked that person stronger.”
