웨버 샌드윅 리포트 'Socializing your CEO'

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소셜 미디어 시대, 기업 커뮤니케이션 차원의 소셜 미디어 커뮤니케이션 활동은 지속적으로 증가되고 있으나, 글로벌 Top 50 기업 64%의 CEO들은 소셜 미디어 대화 공간에서 특별한 활동을 진행하고 있지 않다. …

소셜 미디어 시대, 기업 커뮤니케이션 차원의 소셜 미디어 커뮤니케이션 활동은 지속적으로 증가되고 있으나, 글로벌 Top 50 기업 64%의 CEO들은 소셜 미디어 대화 공간에서 특별한 활동을 진행하고 있지 않다.

조사 대상: 글로벌 TOP 50대 기업 60 여명의 CEO 대상 대외 활동 조사(미국 20명, 유럽 27명, 아태 9명, 남미 4명 대상)
조사 방식: 팩티바(Factiva), 검색 엔진, 기업 웹사이트, 학계 강연, 컨퍼런스 발표 및 소셜 미디어 채널 등

주요 리포트 내용:
-글로벌 TOP 50 기업 CEO들의 커뮤니케이션 현황(93%CEO의 의견이 기존 미디어 뉴스 보도에 소개되고 있는 것에 반해, 36% CEO만이 기업 웹사이트 및 소셜 미디어 채널을 통해 대외 커뮤니케이션 활동에 참여) 고 40%가 오프라인 대외 커뮤니케이션 활동에 참여)
-Social CEO의 의미
-Social CEO가 주로 이용하는 채널
-CEO들이 소셜 미디어 대화에 참여하지 않는 이유
-CEO들이 소셜 미디어 대화에 참여해야 하는 이유
-Social CEO가 될 수 있는 방안

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  • 1. SOCIALIZINGYOURCEO:FROm (UN)SOCIAL TO SOCIAL
  • 2. T he reputation of the CEO is in trouble. A man and CEO of Universal Health Services, mere 14% of American “Stakeholders want to hear from business leaders— in particular CEOs— on a regularexecutives hold a positive basis. They want to know what we’re think- ing, and not just about our own company,view of chief executives, but about the larger industry we represent, the communities we serve, and the worldaccording to a 2009 poll by we live in. We have a unique vantage pointWeber Shandwick with KRC in that we represent the broadest set of constituencies.”Research. Surely, the image CEOs are aware of their differentiated “nar- rator” role. But this doesn’t mean that theyof CEOs among the general are taking full advantage of that opportunity or quite realize how anxious stakehold-public is even worse. ers are to hear from them— for example, previous Weber Shandwick research found that during the financial crisis, 71% of U.S. This poor standing of CEOs is not just a employees wanted more communications matter of bruised egos. Improving CEO from the top. In a world of 24/7 media, reputation is inextricably linked to improved hyperlinks and 12-hour news cycles, no company reputation. Thus, as CEO reputa- better spokesperson exists than the CEO. tions improve, so do the reputations of their With 500 million people around the world companies. As New York Times columnist on Facebook and many people being first and renowned author Thomas Friedman introduced to CEOs on YouTube, CEOs wrote, “In this kind of world, leadership at must become more comfortable with all the every level of government and business media options now available if they wish to matters more than ever.” be heard and share points of view. Now is the time for CEOs to take greater responsi- Most CEOs are acutely aware that their of- bility for openly and effectively communicat- fices provide unique platforms from which to ing if they want communicate not their companies to just internally, but be listened to. externally as well. What CEOs say or don’t say has No other business Weber Shandwick leader can so taken on added significance. CEOs is well known for reliably provide must more actively narrate their its thought leader- information company stories with an “inline” ship services on about a compa- CEO and corpo- ny’s prospects or approach that taps into both online rate reputation promote corpo- and offline channels. Leaders must and how CEOs rate citizenry in a best communicate way that will so purposely manage their corporate internally and ex- likely be listened and social reputations. ternally. Over the to and acted past several years, upon by investors, our firm’s research employees, customers, regulators, media has highlighted the increasing importance and others. According to Alan Miller, chair- of executive communications in determining |1|
  • 3. “Stakeholders want to hear from business leaders— in particular CEOs— on aregular basis. They want to know what we’re thinking, and not just about ourown company, but about the larger industry we represent, the communitieswe serve, and the world we live in. We have a unique vantage point in that werepresent the broadest set of constituencies.”how companies and other institutions are perceived. climate, prompted Weber Shandwick to take a deepMore than eight in 10 global senior executives report look at how leading global CEOs are engagingthat effective communications is critical to protecting external stakeholders online and offline. This studyreputation during a crisis. What CEOs say and don’t explores whether CEOs are taking advantage of thesay has taken on added significance as business newer social channels of communication or primarilycontinues to make news and drive word of mouth. sticking to the more traditional playbook of years past. We plan to use the learning as a benchmark forThe proliferation of new media channels, coupled trending CEOs’ socialization progress in the futurewith the need for CEOs and other business leaders and as key global business events unfold.to make their companies relevant in an anti-business Tweet-sized Tips for Getting Social 1. Identify best practices of your competition and best-in- class communicators. Then establish and stretch your own comfort zone. 2. Start with the fundamentals (e.g., videos or photos online). Inventory and aggregate existing CEO communications for repurposing online. 3. Learn story sharing. Craft a narrative that captures the attention of target audiences. 4. Develop a C-suite social media strategy. Strategically select social media outlets that fit the company’s overall communications strategy. 5. Simulate or test drive social media participation. Understand what you’re getting into before you go live. 6. Accept the fact that Getting Social needs to be part of your corporate reputation management program. |2|
  • 4. What We Did What We LearnedIn early 2010, Weber Shandwick researched the Our analysis revealed results that were good andpublicly visible activities of CEOs in the world’s larg- not-so-good. Robust signs exist that CEOs are active-est 50 companies. We assumed that leaders of these ly taking charge of their corporate reputations andcompanies would, for the most part, serve as good demonstrating leadership through communications.surrogates for the most carefully watched CEOs. For the most part, they are extensively quoted in theThese CEOs are often in great demand for news, business press, frequently deliver keynote speechesinformation and insights. They represent a point of at conferences, and participate in business schoolreference for how many CEOs are communicating. forums. But when it comes to digital engagement and social media, CEOs are generally “unsocial.”Sixty* CEOs from companies were examined As more CEOs take on the mantle of “chief narrator,”(20 in the U.S., 27 in Europe, 9 in APAC and 4 in Latin however, we expect that this will change andAmerica). In compiling our research, we accessed, change fast.among others, Factiva, search engines, companywebsites, academic calendars, conference agendas, CEOs understand the stakes. Whether online orand social media. When possible, the Weber offline, proactively or reactively, nearly all top 60Shandwick team compared CEO communications in global CEOs communicated externally in 2009 (97%)2009 to 2007 and examined CEO activity by region, to competitively position their companies and brandstenure and reputational status. in expectation of an economic upturn. Undoubtedly, many CEOs communicated outside the walls ofWeber Shandwick audited the following CEO activities: their firms because the down economy left them no • CEO quotes in top global news and business choice. As the economy faltered and media scrutiny media articles intensified, companies found themselves losing • Books published by CEOs reputational equity. The vast majority of CEOs un- • Interviews by management consulting derstood that if they did not give their companies a organizations voice, competitors and dissatisfied customers would • Interviews with top business schools (for news- soon fill the void. letter or on campus) • Speaking engagements at “Five-Star” business conferences ** • Speeches given to external audiences (as listed Our results on CEO external communi- on company website) cations are presented in three sections— • Communications on company website: letters, messages, videos and podcasts online CEO communications, CEOs in • Social networking sites (e.g., Facebook, the traditional media, including business LinkedIn, MySpace) • Microblogging (e.g., Twitter) leadership conferences, and third, the • Wikipedia future of external CEO communications. • Company YouTube channels* 10 companies had multiple CEOs during 2009** premier business leadership conferences identified by Weber Shandwick |3|
  • 5. CEO Sociability by the NumbersOf the world’s largest company CEOs... 97 % communicated either through traditional or online channels 36% engaged through company websites or in social media 64 % are NOT engaged through company websites or in social media 28 % posted letter or message on company websites % incorporated video/podcast on company websites 18 or YouTube channels % have a profile on Twitter (8%), Facebook (4%), 16 MySpace (4%) or LinkedIn (4%) 12 % were featured on their corporate video channels |4|
  • 6. Section 1from(Un)socialto SocialWithout a doubt, CEOs recognize that the Internethas swept through corporate corridors and boardrooms,transforming the media landscape. The majority of CEOscan be found online, with seven in 10 having some kind ofonline presence. However, most CEO visibility is limited toWikipedia, which CEOs and their communications teamsare not generally responsible for. Removing Wikipediamentions leaves the online CEO space rather barren—only 36% are engaged through their company websites orin social media. CEO Online Engagement* *excludes Wikipedia 36% 64% Online engagement No online engagement |5|
  • 7. Who’s Social?If nearly two-thirds (64%) of CEOs are not engaging online,what distinguishes the approximately one-third (36%) whoare building a presence online? The research identified thefollowing characteristics of social CEOs:Social CEOs lead companies with higher reputa- Social CEOs are multi-users. When they engage,tional status. Most admired company CEOs in our social CEOs employ more than one online channel,audit had greater online visibility profiles than less with 72% of them using more than one channeladmired company CEOs (41% vs. 28%, respectively). (on average, social CEOs use 1.8 channels). TheyQuite possibly, CEOs of esteemed companies rec- appear on company YouTube channels, shareognize that their engagement helps drive reputation messages on company websites and participate inand do so because it is expected by their constituen- Facebook or Twitter.cies. Another theory is that these companies have a Social CEOs are more likely to represent Americangreater reputational margin of error and their CEOs companies. CEOs of companies with headquartersare subsequently more comfortable experimenting in the U.S. are more likely to engage online thanwith new modes of engagement. those in EMEA (60% vs. 12%, respectively). Although the sample sizes of CEOs in Asia Pacific and Latin America are too small to allow for reliable compari- son, indications are that they too are at low levels. CEO Online Visibility Social CEOs are more tenured. Online engagement (excluding Wikipedia) By 2010 Fortune Most Admired Company Status increases with tenure. Newer CEOs (3 years or less) are less likely than those in their middle (3 to 5 years) and later period of their tenures (more than 5 years) to engage online— 30% vs. 38% vs. 43%, respective- ly. For new CEOs, the first few years typically require 41% 28% a more internal focus to earn organizational support. After they pass the three-year mark, CEOs have more opportunity to focus on external communications and tell the company story. Additionally, these CEOs Most Admired Contender now have the experience and track record that make them less risk-averse about trying new forms of engagement. |6|
  • 8. What Online Channels are 36% of CEOs Using to be Social?Online communications other than Wikipedia is scarce.Only one in four CEOs (28%) posted a letter or mes- When it comes to social networking sites, the socia-sage on their company website and even fewer (18%) bility of top CEOs drops even further. Only 16% ofincorporated a video/podcast on either the company the top global CEOs studied had a profilewebsite or its YouTube channel. Understandably, on Twitter (8%), Facebook (4%), MySpace (4%) orCEOs may feel it necessary to go out of their way LinkedIn (4%). At the time of our research, not onenot to be seen as celebrity CEOs with their pictures CEO had a company-affiliated blog. These findingsand words plastered online. Humble as this may are roughly in line with a study conducted in 2009 bybe, it might be counterproductive for personalizing UberCEO among Fortune’s top 100 U.S. companycorporate leadership, especially as a means of build- CEOs. It found that 19% of U.S. CEOs had aing corporate credibility in this online world among Facebook page, 13% were on LinkedIn, and 2%customers and other key stakeholders. had a Twitter account. Apparently, CEOs are just not CEO Online Visibility Channels Wikipedia Page 64% Letter/message on company website 28% { Most effective external comms Video/podcast on company website or YouTube channel 18% vehicle, according to external communications professionals* } Twitter 8% *Weber Shandwick & Vital Speeches of the Day research, 2010 Facebook 4% Any social network MySpace 4% page/profile: 16% LinkedIn 4% Company-affiliated blog 0% { No CEOS had a company- affiliated blogWikipedia, the free, public-driven, web-based, col- creators are an eclectic group, ranging from graduatelaborative encyclopedia, is the most common source students to self-proclaimed casual contributors toof information on CEOs in our research. Nearly two- writers to company fans. We could not find proof thatthirds of CEOs investigated (64%) have a Wikipedia any originator was employed by the companies weprofile. This group is roughly evenly divided between studied. Given that Wikipedia often shows up at theEuropean and American CEOs (28% and 26%, top of search engine results lists, companies may wantrespectively). Weber Shandwick explored the origina- to be their own content providers to supplement ortion of CEOs’ Wikipedia pages and learned that profile offset what the other profilers are saying. |7|
  • 9. Companies with CEOs Featured on YouTube channels Company YouTube channels 56% 34% 12% 2% 2007 2009 2007 2009ready to be fully social. Interestingly, Toyota CEO controlled YouTube site is an easy, straightforwardAkio Toyoda has a blog but uses an alias: “Morizo” and simple way to add some personality and human-on Toyota’s Gazoo e-commerce and networking site ity to the role of CEO and to tell the company storyin Japan. in a compelling way. Videos can be scripted, edited and shared virally. They also provide an opportunityVideo is under-utilized as well. Despite the near for a CEO to offer a more relaxed, appealing anddoubling of corporate YouTube channels among the conversational message than might be otherwisecompanies researched from 2007 to 2009, only 12% traditionally available. Recent Weber Shandwickof their CEOs were featured on their video channels research among executive communications profes-in 2009. GE’s chairman and CEO Jeffrey Immelt was sionals found that video was the preferred form offeatured more than any other top 50 global CEO on communication, yet was the least-used medium forits company YouTube site, followed by Mexican pe- showcasing CEOs today.troleum company Pemex’s CEO Jesus Reyes Heroles.This finding is surprising considering that a company- In an age of see-thru reputation where everyone is indexed, CEOs appear to be overlooking the funda- mental advantages of the Internet age. As leaders come to fully realize that they must beWhat Messages are 36% of content providers of the highest order, greater participation in the social media world order seemsCEOs Conveying Online? inevitable. As CEOs become more comfortable engaging online, their online participation— be itWeber Shandwick analyzed the content of the video, podcast, internal blog or Facebook— willsocial CEOs, excluding shareholder and investor help shape their company reputations as well as theirmessages. For the most part, they are sharing own. This is not to say that CEOs need to engagecorporate and CEO leadership news. For example, all or most of their time online, but they should atthey impart forward-looking company or industry the very least have a presence online. Adopting one or more of the many social media outlets availablenews, post links to recent CEO public appear- today and limiting usage to what is feasible wouldances, discuss significant company partnerships, seem more than a reasonable use of a CEO’s time.and share the company story. A few CEOs are on Forrester’s CEO George Colony said on his CEOthe defensive, combating negative public opinion blog, The Counterintuitive CEO: “The Social CEOor reassuring stakeholders that they are trying hard should not be chasing followers. He should be Socialto mend their damaged reputation. Light— blogging six to eight times per year and posting on Twitter 12-24 times per year. This level of |8|
  • 10. presence will reveal the broad thinking of the CEO, As President Obama’s senior adviser David Axelrodwhile matching up with the time demands of running said, “The reality is you cannot operate in thisa company.” environment passively. If you do, the coverage and events will be shaped for you. Things thatThe failure to maintain an online presence may have a may seem like trivial distinctions can becomemarked downside. For most companies today, the ma- large problems in terms of communications un-jority of their constituencies are now online and CEOs less you’re aggressive about engaging. We didn’tshould be where stakeholders are likely to be listening, create the environment. We didn’t make the rules.watching and searching. Lack of an online presence But we have to live with it.”may easily be misinterpreted as evidence of an attemptto hide unpleasant facts or, even worse, being uncom-municative. Weber Shandwick believes that CEOsneed to play some role online today, however limited,because whether six out of 10 CEOs acknowledge it ornot, presence online serves as the face of a companyand helps protect and build reputation. Why are 64% of CEOs (Un)Social? Possible reasons abound... • Some argue that engaging online is of secondary importance and that CEOs should spend the majority of their time face-to-face with customers, employees and other hard-to-reach constituencies. Such upfront and personal efforts require extensive travel, late nights and back-to-back meetings that severely limit the ability to communicate and regularly participate online. • CEOs aren’t convinced of the ROI from online engagement. • CEOs of the world’s most powerful companies are older and may not be as comfortable communicating through online channels (the average age for the CEOs in our sample is 57). • CEOs are apprehensive of online engagement in general. • Constraints from the legal team, corporate communications and investor relations may make it difficult, even impossible, for many CEOs to interact online. • Aversion to being seen as a “celebrity CEO” or sensitivity to overshadowing the organization. • Regional and cultural differences may not yet make online a viable communications tool. |9|
  • 11. Section 2TraditionalCEO CommunicationsIn addition to examining online communications, we alsoanalyzed the extent to which traditional communicationsremained prevalent among CEOs. According to our analysis,CEOs were not silent. During the last year, the vast majority—93%— communicated externally in traditional fashion anddid so in a variety of ways— from being quoted in the topmedia, to speaking at influential conferences and top-drawerbusiness schools.Traditional media was by far the most common form quoted in more articles than more admiredof CEO communication in 2009— 93% of the CEOs company CEOs. This difference is significantlyanalyzed were quoted in the major global news and driven by CEOs in intensely scrutinized sectors suchbusiness publications. [Weber Shandwick counted as financial services and automotive who receivedinclusion in the major global news and business media much of the blame for the economic meltdown andwhen an individual CEO was quoted in a publication were called upon to comment on their actions andoffline, regardless of whether it appeared online as unfolding events.well.] CEOs were quoted about a wide range of newsand informational content, including new productor technology introductions, leadership transitions, CEO offline externalfinancial performance, business strategy, the economy,government regulations, philanthropic activities, and communications activities in 2009sometimes apologies for, or in defense of, wrongdoing. Any speaking engagement toWhether in spite of or because many CEOs and an external audience = 40% }their companies suffered significant reputationalblows in the past year, CEOs did not pull back from 93%traditional media— newspapers, magazines andnews services— but used them as vehicles to narrate 33% 23% 10%their company point of view and tell the story as theysaw fit. In 2009, the world’s top CEOs were quoted Quoted in Gave Participated Interviewed28% more than in 2007. This increase in CEO quotes major global news speech in Five-Star by topin the traditional news media held for both U.S. and business Conference* businessand EMEA CEOs (43% vs. 25% increases over 2007, media article schoolrespectively). Less admired company CEOs were * premier business leadership conferences identified by Weber Shandwick | 10 |
  • 12. Average number of global major business articles in which CEOs* were quoted *Top Global Company CEOs +28% 213 272 2007 2009CEOs on the Speaking CircuitWhereas CEOs’ use of traditional media is ubiquitous and con-sidered part of their job, the speaking circuit for CEOs and otherexecutives is a rapidly growing means to communicate externally.Speaking publicly is a strategically smart way to Other findings include:engage face-to-face with customers, prospects, peers • U.S. CEOs were more than twice as likely toand talent. Weber Shandwick identified a 29% increase speak externally than EMEA CEOs in 2009 (70%from 2007 to 2009 in top 50 global CEO conference vs. 30%, respectively).speeches, not including investor conferences. • CEO participation in speaking engagementsFour in 10 top 50 global CEOs (40%) gave a speech increased with tenure— half of all CEOs inin 2009, with nearly one in four (23%) speaking at an office for five years or more (50%) addressed anesteemed Five-Star conference. Five-Star conferences external audience through speaking engage-include forums such as Fortune, Wall Street Journal ments compared to nearly one-third (32%) ofand Forbes CEO conferences, the World Economic those in office three years or less. Clearly, asForum and Clinton Global Initiative. Although tradi- longer-tenure CEOs begin contemplating their legacies and how to position their companiestional, conferences are an effective and less risky way for the next generation, CEOs take their role asto advance company business and positioning with content providers more seriously.receptive audiences. Business school forums were chosen by 10% of the leading CEOs audited as an external communications vehicle. As the economy recovers, Weber ShandwickCEO Speaking Engagements* expects this type of forum to increase as CEOs go on the*Excluding Investor Conferences campaign trail to attract the best talent. We anticipate a rise in CEO commencement speeches as well since these speeches are readily rebroadcast online as well as being 31% 40% reported in the traditional media. In 2010, notable CEOs speaking to university graduates included JPMorgan- Chase CEO Jamie Dimon (Syracuse University), General Electric CEO Jeffrey Immelt (Hamilton College) and 2007 2009 Amazon CEO Jeff Bezos (Princeton University). | 11 |
  • 13. Section 3the Future ofCEO ExternalCommunicationsDespite all the talk about the demise of traditional mediaoutlets, it still remains the preferred outlet for CEO exter-nal communications. The traditional media still wants tohear from the person at the top. What is changing is howCEOs are slowly coupling their traditional media engage-ment with social networks and channels where they canreach more stakeholders and give their companies a muchneeded human face or connection. The four in 10 CEOs inthis analysis who are socializing their brands online maynow be perceived as trailblazers but in short order, will beexpected leadership behavior. | 12 |
  • 14. Six Rules of the RoadCEOs need to be in greater control of their online as well asoffline communications, known as “inline” communicationsby Weber Shandwick. As attention on CEOs continues to bemore about wrongdoing than rightdoing, CEOs must be moreactive as chief storytellers. Weber Shandwick recommendsthat companies seriously consider the following to enhancetheir leadership reputations in this Internet era and demon-strate that they can adapt to market dynamics:1. Identify best practices of your competition and best-in-class communicators. Then establish and stretch your own comfort zone. 4. Develop a C-suite social media strategy. C-level executives should strategically select social media outlets to get the company point of viewAudit the competition and best-in-class communica- across and that fit with the company’s overall commu-tors to determine the right balance between CEO nications strategy. This top-level participation onlineoffline and online communications. This analysis needs to take into account any regulatory restrictionsshould take into account that online communications and legal considerations.are meant to supplement traditional offline com-munications from the top, not replace them. Realizethat the CEO’s online comfort zone may not extendbeyond posting video of a speech on the company 5. Simulate or test drive social media participation. Understand what you’re getting into before you go live. CEOs and the corporate communica-website, so use it and refresh often, continuously tions team should test the waters in a simulatorexpanding the online comfort zone. setting to get the CEO comfortable with using the medium and identify any channels that simply don’t2. Start with the fundamentals (e.g., videos or photos online). Inventory and aggregateexisting CEO communications for repurposing work to the CEO’s best advantage. This exercise will also help establish a realistic time commitment for online engagement.online. Actively aggregate CEO external com-munications (e.g., speeches, investor conferences,university appearances, annual report and socialresponsibility report letters from the CEO, video, 6. Accept the fact that Getting Social needs to be part of your corporate reputation manage- ment program. Purposefully manage your corporateop-eds) and repurpose and reverberate online and and social reputation. Weber Shandwick providesoffline to ensure top search engine visibility and counsel on how CEO and corporate reputations areforge a sharper and more transparent executive voice best built in today’s shifting business landscape.for the company. Included in that counsel and research-backed advice are recommendations on building social3. Learn story sharing. Craft a narrative that cap- tures the attention of target audiences. WeberShandwick conducts workshops to train executives in CEO reputations in addition to traditional ones.crafting a narrative and sharing stories that achievebusiness goals and advance the business. It providesa step-by-step process for turning messages intostories that capture attention, resonate and deliver acall-to-action for stakeholders. | 13 |
  • 15. For more information about this study or additionalthought leadership, please contact: Andy Polansky Gail Heimann President Vice Chair 212.445.8102 212.445.8117 apolansky@webershandwick.com gheimann@webershandwick.com Colin Byrne Cathy Calhoun CEO, UK & Europe President, North America 44 20 7067 0191 312.988.2375 cbyrne@webershandwick.com ccalhoun@webershandwick.com Tim Sutton Baxter Jolly Vice Chair, Asia Pacific Chairman, Asia Pacific 65 68258001 852 2501 7907 bjolly@webershandwick.com tsutton@webershandwick.com Leslie Gaines-Ross Chris Perry Chief Reputation Strategist President, Digital Communications 212.445.8302 212.445.8007 lgaines-ross@webershandwick.com cperry@webershandwick.com James Warren Ian Rumsby Chief Creative Officer, Digital EVP, Client Strategy, Asia Pacific 44 20 7067 0503 61 413 026 740 jwarren@webershandwick.com irumsby@webershandwick.com Micho Spring Paul Jensen Chairperson, Global Corporate Practice Chairperson, North American 617.520.7075 Corporate Practice mspring@webershandwick.com 212.445.8066 pjensen@webershandwick.comYou can also visit: References for Getting Social or Socializing Your CEOwww.webershandwick.com 5 Reasons CEOs Hesitate to Adopt Social Media Forrester’s The Social CEO UberCEO: Fortune 100 CEOs are Social Media Slackers The Altimeter Group’s Founder Charlene Li, Open Leadership | 14 |