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January 13, 2005
Can a CEO be too visible?
Ask employees about their communication needs, and they consistently say they’d like the Chief Executive Officer and other senior leaders to be visible and present, engaged in communicating to employees. But is it possible for a CEO to be too visible?
The answer, perhaps surprisingly is yes, especially if the “visibility” is the packaged, managed kind.
Take a well-known Fortune 100 company that’s been weathering some tough times. The CEO has been doing a lot of communicating lately. There’s his photo in the employee newsletter. Here’s his quote in this morning’s electronic bulletin. There he is on a satellite broadcast, making a speech about the company’s strategy for the future.
But employees aren’t impressed. “He gives us the same ‘corporate speak’ as he does to the media,” they say. “It’s all very polished and spun—doesn’t really mean anything.”
And they add: “Maybe if he talked to us directly—in person—and gave the straight story, it would be more meaningful. As it stands, it’s just a lot of empty words.”
If the CEO knew what people thought, he might be offended. After all, he is certainly making an effort. But his hard work has just the opposite effect as intended; it’s not creating confidence, it’s eroding trust.
Why? Employees know that visibility is only skin-deep. What they need is leadership: for the CEO to tell them the truth, treat them as adults, work with them to resolve issues, and demonstrate—in words and action—that “we’re all in this together.”
Communicators sometimes congratulate themselves for the fact that their CEO communicates as well (as much, as timely, etc.) internally as he does externally. Employees know that “as much” is not good enough—they need more from their CEO than the polished, practiced face he presents to the world.
What do you think?
Posted by Alison Davis at January 13, 2005 08:28 AM