NEW YORK, Oct. 12 /PRNewswire/ -- In a new study released
today, global public relations firm Weber Shandwick found that the
majority of CEOs from the world's largest companies—64 percent—are
not social, that is, they are not engaging online with external
stakeholders. "Socializing Your CEO: From
(Un)Social to Social" examines the publicly visible
communications activities of CEOs in the world's top 50
companies.
"Strong evidence exists that CEOs are not silent in these
turbulent times. They are extensively quoted in the business press,
frequently deliver keynote speeches at conferences and participate
in business school forums. But when it comes to digital engagement
externally, CEOs are not yet fully socialized, often with good
reason," said Leslie Gaines-Ross,
Weber Shandwick's chief reputation strategist and online reputation
expert. "As we continue to track the rise of the Social CEO and
chief executives become more comfortable with the new media, we
expect that this will change and change fast."
Limited Pool of Social CEOs
Over nine out of 10 CEOs in the world's top 50 companies (93
percent) communicated externally in traditional fashion: 93 percent
were quoted in the major global news and business publications and
40 percent participated in speaking engagements to an external,
non-investor, audience.
Online communications did not fare as well among this executive
set. Most CEO online visibility is limited to what is said about
them on Wikipedia, the web-based collaborative encyclopedia which
CEOs and their communications teams are not responsible for.
Removing Wikipedia leaves the online CEO space rather barren—only
36 percent are engaged through their company websites or in social
media channels in any way (e.g., CEO messages on company websites,
video/podcasts on company websites or company YouTube channels,
Twitter, Facebook, LinkedIn, MySpace, company-affiliated
blogs).
Who Is a Social CEO?
The research identified the following characteristics of Social
CEOs:
- Social CEOs lead companies with higher reputational
status. Most admired company CEOs in our study had greater
online visibility profiles than less admired company CEOs (41
percent vs. 28 percent, respectively).
- Social CEOs are multi-users. When they engage online,
social CEOs employ more than one channel, with 72 percent using
more than one channel (on average, social CEOs use 1.8
channels).
- Social CEOs are more likely to represent American
companies. CEOs of companies with headquarters in the U.S. are more
likely to engage online than those in EMEA (60 percent vs. 12
percent, respectively). Although the sample sizes of CEOs in
Asia Pacific and Latin America are too small to allow for
reliable comparison, indications are that they too are at low
levels.
- Social CEOs are more tenured. Newer CEOs (3 years or
less) are less likely than those in their middle (3 to 5 years) or
later period of their tenures (more than 5 years) to engage
online—30 percent vs. 38 percent vs. 43 percent, respectively.
Which Online Channels are Social CEOs Using?
When CEOs go Social, they are most likely to post
non-shareholder letters or messages on their company websites (28
percent). This content is primarily focused on corporate and CEO
leadership news. Social CEOs are next most likely to be featured in
video or podcasts on their corporate websites or company YouTube
channels (18 percent). Less than 10 percent of the CEOs analyzed
used Twitter, Facebook, MySpace, LinkedIn or participated in
external blogs. "It's not surprising that CEOs are less
inclined to participate in social media given the perceived risk
and time commitment required to engage in two-way conversations,"
said Chris Perry, president of Weber
Shandwick Digital Communications. "What's surprising, however, is
how few CEOs are using social technologies as mediums to share
information and company perspective. These are potentially powerful
tools for real-time communication."
Why are CEOs Not More Social?
According to Gaines-Ross, "There are several reasons why CEOs
are not more Social. Time is better spent with customers and
employees, their reputations are at an all-time low among the
general public, the return on investment has not yet been proven,
legal counsel tends to caution against it and anything that smacks
of 'celebrity CEO' is a no-win."
Why Socialize Your CEO?
There are also solid reasons why CEOs should engage online. "In
this increasingly digital age, CEOs should embrace the value of
connectivity with customers, talent and other important
stakeholders online. With 1.96 billion Internet users around the
world, CEOs should be where people are watching, reading, chatting
and listening," said Gaines-Ross.
"Our analysis of leading CEOs around the globe revealed that
traditional media still remains the preferred outlet for CEO
external communications. What is changing is how CEOs are slowly
coupling their traditional media communications with social
networks and channels where they can reach more stakeholders and
give their companies a much needed human face or connection," says
Gaines-Ross. "The nearly four in 10 Social CEOs in Weber
Shandwick's comprehensive analysis may be trailblazers now but in
short order, will be expected from leaders who want to portray
their companies as transparent, accessible and trustworthy. The
Social CEO will one day be commonplace."
How to Socialize Your CEO
Weber Shandwick recommends "six rules of the road" for CEOs to
enhance their social reputation and interactivity:
- Identify best online practices of your peers and best-in-class
social CEO communicators. Then establish and stretch your own
comfort zone.
- Start with the fundamentals (e.g., online videos or photos).
Inventory and aggregate existing executive communications for
repurposing online.
- Simulate or test-drive social media participation. Understand
what you're getting into before you go live. Start internally
although recognize that internal employee communications spreads
externally seamlessly.
- Decide upfront how much time you can commit to being Social. It
can range from once a week to once a month to once a quarter or
less often. Be your own best judge of what feels right.
- Craft a narrative that captures the attention of audiences that
matter and humanizes your company's reputation.
- Accept the fact that Getting Social needs to be part of your
corporate reputation management program. Purposefully manage your
social reputation as well as your corporate reputation.
Weber Shandwick provides counsel on how CEO and corporate
reputations are best built in today's shifting business landscape.
Included in that counsel and research-backed advice are
recommendations on building Social CEO reputations both internally
and externally. For more information on how to communicate in ways
that keep customers and other audiences buying your products and
hearing your messages, please visit Weber Shandwick at
www.webershandwick.com or download the executive summary here.
Method
Weber Shandwick researched the publicly visible activities of
CEOs in the world's largest 50 companies. Sixty CEOs from 50
companies were examined: 20 in the U.S., 27 in Europe, 9 in APAC and 4 in Latin America (note: 10 companies had multiple
CEOs during 2009). In compiling our research, we accessed, among
others, Factiva, search engines, company websites, academic
calendars, conference agendas, and social media. When possible, the
Weber Shandwick team compared CEO communications in 2009 to 2007
and examined CEO activity by region, tenure and reputational
status.
About Weber Shandwick
Weber Shandwick is a leading global public relations agency with
offices in 73 countries around the world. The firm's success is
built on its deep commitment to client service, our people,
creativity, collaboration and harnessing the power of Advocates -
engaging stakeholders in new and creative ways to build brands and
reputation. Weber Shandwick provides strategy and execution across
practices such as consumer marketing, healthcare, technology,
public affairs, financial services, corporate and crisis
management. Its specialized services include digital/social media,
advocacy advertising, market research, and corporate
responsibility. In 2010, Weber Shandwick was named Global Agency of
the Year by The Holmes Report for the second year in a row;
an 'Agency of the Decade' by Advertising Age, Large PR
Agency of the Year by Bulldog Reporter, and Top Corporate
Responsibility Advisory Firm by CR Magazine. The firm has
also won numerous 'best place to work' awards around the world
including "Best Multinational Firm to Work For in EMEA" by The
Holmes Report and a "Top Place to Work in PR" by PR
News. Weber Shandwick is part of the Interpublic Group (NYSE:
IPG). For more information, visit
http://www.webershandwick.com.
Jennifer Norton
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Weber Shandwick
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212-445-8314
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jnorton@webershandwick.com
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SOURCE Weber Shandwick
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