In Zusammenarbeit mit KRC Research hat Weber Shandwick die Studie „The CEO Reputation Premium: Gaining Advantage in the Engagement Era” veröffentlicht. Dafür wurden mehr als 1.700 Führungskräfte aus 19 Ländern in Nordamerika, Europa, Lateinamerika und der Asia-Pacific-Region online zum Einfluss des CEOs auf die Unternehmensreputation befragt. Die Studienergebnisse machen deutlich, dass es in einer zunehmend vernetzten und transparenten Welt keine Option mehr für einen CEO ist, im Hintergrund zu bleiben.
CEOs befinden sich vielmehr im Golden Zeitalter der Möglichkeiten, in dem sie über vielerlei Kanäle die Story über sich und ihr Unternehmen erzählen und sich somit an vorderster Front in ihrer Branche positionieren können.
Mehr auf www.webershandwick.de
The CS Gender 3000: Women in Senior ManagementCredit Suisse
Greater gender diversity in companies' management improves their financial performance. A new Credit Suisse Research Institute study presents the financial evidence, looks at which regions and sectors show higher diversity levels and analyzes the obstacles to female participation in the workplace.
To download a copy of 'CS Gender 3000: Women in Senior Management', click here: http://bit.ly/1cWMUIM
The CEO Report_Oxford Univeristy & Heidrick & StrugglesNiren Thanky
Our unique research initiative brought together two globally renowned institutions with a shared purpose of helping to enhance the practice and positive impact of leadership throughout the world.
The CEOs we interviewed represent every industry and geography, these global leaders have nearly 900 years of CEO experience at companies employing 6 million people, generating nearly $2 trillion in revenue.
‘The CEO Report – Embracing the Paradoxes of Leadership and the Power of Doubt’ was launched in Davos at the World Economic Forum 2015
The CEO Report offers unique insights into how CEOs experience the changing nature of their role and turn their new challenges into opportunities for business and personal growth.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/are-women-good-for-business/
Do women or men make better leaders?
Recently, McKinsey republished an article from 1976 entitled ‘ Sex bias – still in business ’ with the following 2014 introduction:
Despite much talk of equal opportunity for women, discrimination persists in business. This 1976 McKinsey Quarterly article, part of a series celebrating our 50th anniversary, shows how companies should correct disparities that are illegal, immoral, and bad for business.
Curious as to how a 38 year old article could offer fresh and relevant insights into a subject close to my heart, I sat down with keen anticipation to read it. My enthusiasm was quickly dispelled by tedium and increasing frustration. The article was too predictable. It gave a prescription of organisational measures to create greater opportunities for women, but the only reason it gave for doing so was ‘unfairness’ and the need to conform with legislation. I struggled to understand why McKinsey were bothering to republish it in 2014 – it certainly did not provide thought leadership..
Whilst the right of women to equal opportunities is undeniable there are even more positive and compelling reasons to advance their role in business. Ask yourself whether ‘the fairer sex’ or ‘the testosterone-fuelled sex’ are likely to fare better on the following, research-validated characteristics of Top 1% companies:
• Decisions, which can occasionally be bold and radical, are made on the basis of quiet, calm insight and understanding, not bravado.
• There is an holistic culture with a long-term, nurturing perspective and a recognition of the constant need to improve and to learn, personally and collectively.
• Staff regard the company as if it was their family and describe it with affection as an open, honest and supportive environment in which standards are high, but everyone’s contribution is valued.
In Zusammenarbeit mit KRC Research hat Weber Shandwick die Studie „The CEO Reputation Premium: Gaining Advantage in the Engagement Era” veröffentlicht. Dafür wurden mehr als 1.700 Führungskräfte aus 19 Ländern in Nordamerika, Europa, Lateinamerika und der Asia-Pacific-Region online zum Einfluss des CEOs auf die Unternehmensreputation befragt. Die Studienergebnisse machen deutlich, dass es in einer zunehmend vernetzten und transparenten Welt keine Option mehr für einen CEO ist, im Hintergrund zu bleiben.
CEOs befinden sich vielmehr im Golden Zeitalter der Möglichkeiten, in dem sie über vielerlei Kanäle die Story über sich und ihr Unternehmen erzählen und sich somit an vorderster Front in ihrer Branche positionieren können.
Mehr auf www.webershandwick.de
The CS Gender 3000: Women in Senior ManagementCredit Suisse
Greater gender diversity in companies' management improves their financial performance. A new Credit Suisse Research Institute study presents the financial evidence, looks at which regions and sectors show higher diversity levels and analyzes the obstacles to female participation in the workplace.
To download a copy of 'CS Gender 3000: Women in Senior Management', click here: http://bit.ly/1cWMUIM
The CEO Report_Oxford Univeristy & Heidrick & StrugglesNiren Thanky
Our unique research initiative brought together two globally renowned institutions with a shared purpose of helping to enhance the practice and positive impact of leadership throughout the world.
The CEOs we interviewed represent every industry and geography, these global leaders have nearly 900 years of CEO experience at companies employing 6 million people, generating nearly $2 trillion in revenue.
‘The CEO Report – Embracing the Paradoxes of Leadership and the Power of Doubt’ was launched in Davos at the World Economic Forum 2015
The CEO Report offers unique insights into how CEOs experience the changing nature of their role and turn their new challenges into opportunities for business and personal growth.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/are-women-good-for-business/
Do women or men make better leaders?
Recently, McKinsey republished an article from 1976 entitled ‘ Sex bias – still in business ’ with the following 2014 introduction:
Despite much talk of equal opportunity for women, discrimination persists in business. This 1976 McKinsey Quarterly article, part of a series celebrating our 50th anniversary, shows how companies should correct disparities that are illegal, immoral, and bad for business.
Curious as to how a 38 year old article could offer fresh and relevant insights into a subject close to my heart, I sat down with keen anticipation to read it. My enthusiasm was quickly dispelled by tedium and increasing frustration. The article was too predictable. It gave a prescription of organisational measures to create greater opportunities for women, but the only reason it gave for doing so was ‘unfairness’ and the need to conform with legislation. I struggled to understand why McKinsey were bothering to republish it in 2014 – it certainly did not provide thought leadership..
Whilst the right of women to equal opportunities is undeniable there are even more positive and compelling reasons to advance their role in business. Ask yourself whether ‘the fairer sex’ or ‘the testosterone-fuelled sex’ are likely to fare better on the following, research-validated characteristics of Top 1% companies:
• Decisions, which can occasionally be bold and radical, are made on the basis of quiet, calm insight and understanding, not bravado.
• There is an holistic culture with a long-term, nurturing perspective and a recognition of the constant need to improve and to learn, personally and collectively.
• Staff regard the company as if it was their family and describe it with affection as an open, honest and supportive environment in which standards are high, but everyone’s contribution is valued.
Emergent leaders, the ones that get noticed, promoted and pampered in their organizations, typically exhibit strong self-confidence, decisiveness, and visionary thinking – which are not bad things. These characteristics are related to charisma. Too much might be as unacceptable as too little, though. Charisma has a dark side; it is linked to narcissism, and narcissism comes with disastrous side effects.
Multiple studies have revealed that it is humility in leadership that ensures results, productivity and effectiveness of an organization. Humility is a personality trait that is not glamorous at all, and often overlooked. Yet, it seems what many companies are missing in their endeavors to face and cope with the exigencies the 4th industrial revolution is presenting. According to their conversation on leadership 4.0 at the World Economic Forum’s annual meeting of the new champions, working with millennials, leaders say humility works better than bossing around (Vanham, 2019). Today, there are fewer possibilities for dysfunctional narcissistic leaders to mask or coat their misconduct. It is a huge opportunity for HR departments to make identifying humble leaders and developing humility in charismatic leaders a priority.
Authored by David F. Larcker and Brian Tayan, April 1, 2020, Stanford Closer Look Series
We examine the size, structure, and demographic makeup of the C-suite (the CEO and the direct reports to the CEO) in each of the Fortune 100 companies as of February 2020. We find that women (and, to a lesser extent, racially diverse executives) are underrepresented in C-suite positions that directly feed into future CEO and board roles. What accounts for this distribution?
Women of Influence - White Paper on Solutions to Women’s AdvancementStephen Wills
In 2012, Thomson Reuters, the world’s leading source of
intelligent information for businesses and professionals,
established our Women’s Advisory Task Force. The Task
Force was given the overarching brief to ensure female
leadership development and the advancement of women
to senior positions in our company.
Visit - www.ProcurementCentral.com
Lead from the Middle - Flip the Switch, Jazz Up Teams, Power InnovationMerom Klein
Executive summary of the book, Lead from the Middle. How to power past the limitations of top-down culture-shaping, innovation and transformation strategies. How to equip middle managers to step in, reach out, take charge and lift up fearful, reluctant or siloed partners.
Prawie połowa osób zasiadających w Polsce na kierowniczych stanowiskach to kobiety – wynika z badania „Women in Business 2017” prowadzonego przez Grant Thornton. Polska jest pod tym względem w światowej czołówce
Title: 2020 Women On Boards: The National ConversationTerri Friel
Why should more women be on corporate boards? Read the astonishing results of studies that indicate business does better, MUCH better when women are included.
Emergent leaders, the ones that get noticed, promoted and pampered in their organizations, typically exhibit strong self-confidence, decisiveness, and visionary thinking – which are not bad things. These characteristics are related to charisma. Too much might be as unacceptable as too little, though. Charisma has a dark side; it is linked to narcissism, and narcissism comes with disastrous side effects.
Multiple studies have revealed that it is humility in leadership that ensures results, productivity and effectiveness of an organization. Humility is a personality trait that is not glamorous at all, and often overlooked. Yet, it seems what many companies are missing in their endeavors to face and cope with the exigencies the 4th industrial revolution is presenting. According to their conversation on leadership 4.0 at the World Economic Forum’s annual meeting of the new champions, working with millennials, leaders say humility works better than bossing around (Vanham, 2019). Today, there are fewer possibilities for dysfunctional narcissistic leaders to mask or coat their misconduct. It is a huge opportunity for HR departments to make identifying humble leaders and developing humility in charismatic leaders a priority.
Authored by David F. Larcker and Brian Tayan, April 1, 2020, Stanford Closer Look Series
We examine the size, structure, and demographic makeup of the C-suite (the CEO and the direct reports to the CEO) in each of the Fortune 100 companies as of February 2020. We find that women (and, to a lesser extent, racially diverse executives) are underrepresented in C-suite positions that directly feed into future CEO and board roles. What accounts for this distribution?
Women of Influence - White Paper on Solutions to Women’s AdvancementStephen Wills
In 2012, Thomson Reuters, the world’s leading source of
intelligent information for businesses and professionals,
established our Women’s Advisory Task Force. The Task
Force was given the overarching brief to ensure female
leadership development and the advancement of women
to senior positions in our company.
Visit - www.ProcurementCentral.com
Lead from the Middle - Flip the Switch, Jazz Up Teams, Power InnovationMerom Klein
Executive summary of the book, Lead from the Middle. How to power past the limitations of top-down culture-shaping, innovation and transformation strategies. How to equip middle managers to step in, reach out, take charge and lift up fearful, reluctant or siloed partners.
Prawie połowa osób zasiadających w Polsce na kierowniczych stanowiskach to kobiety – wynika z badania „Women in Business 2017” prowadzonego przez Grant Thornton. Polska jest pod tym względem w światowej czołówce
Title: 2020 Women On Boards: The National ConversationTerri Friel
Why should more women be on corporate boards? Read the astonishing results of studies that indicate business does better, MUCH better when women are included.
Women are less likely to receive the first critical promotion to manager—so far fewer end up on the path to leadership—and are less likely to be hired into more senior positions. Women also get less access to the people, input, and opportunities that accelerate careers. As a result, the higher you look in companies, the fewer women you see.
This disparity is especially pronounced for women of color, who face the most barriers to advancement and experience the steepest drop-offs with seniority.
Hays Global Gender Diversity Report 2016Hays Portugal
De acordo com um inquérito realizado pela Hays junto de mais de 11.500 inquiridos em 24 países, por ocasião do Dia Internacional da Mulher, homens e mulheres têm percepções muito diferentes quanto à desigualdade entre géneros a nível profissional.
O relatório analisa as respostas dos inquiridos em factores como ambição, auto-promoção, igualdade salarial, oportunidades de carreira e políticas de diversidade de género nas empresas.
Hays ondersteunt de promotie van vrouwen op de werkvloer. Veel bedrijven hebben een tekort aan vaardigheden in huis en het vergroten van het aantal vrouwelijke professionals kan helpen om dit probleem aan te pakken. Het verbeteren van toegang tot talent, stelt organisaties beter in staat om prestaties te vergroten, te groeien en toekomstig succes veilig te stellen.
McKinsey Global Survey results: Moving mind-sets on gender diversity: To ens...Lucia Predolin
Moving mind-sets on gender diversity: McKinsey Global Survey results
To ensure that corporate culture supports—not hinders—the ability of women to reach top management, companies must address mind-sets and develop a more inclusive, holistic diversity agenda.
Our annual report finds significant numbers of startups continue to have no women in leadership, yet a growing percentage have programs in place to change that.
Hays heeft onderzoek gedaan naar genderdiversiteit op de werkvloer in 31 landen wereldwijd. De onderzoeksvragen werden ingevuld door bijna 6.000 respondenten. In het onderzoeksrapport worden de belangrijkste globale en Nederlandse resultaten met u gedeeld.
White paper 2018 - 2019 LEE HECHT HARRISON ( LHH ) Elevating women in leader...Michal Hatina
Organizations need to pull several levers at the individual, cultural and organizational levels to make meaningful change. Women need to believe that leadership is a possible career path for them and engage in deliberate ongoing planning. Leaders need to actively champion female talent and create opportunities for women to grow and advance. Organizations must continue to support women in their development, offer meaningful formal practices and hold leaders accountable for creating an inclusive environment. When these initiatives are implemented effectively, movement will occur.
How an Inclusive C-Suite Changes Organization Perspective.pdfEnterprise Insider
Gender equality continues to be a key issue in business, with women substantially underrepresented in the corporate pipeline. Its time enterprises consider increased inclusivity in the leadership, for a more balanced C suite.
웨버 샌드윅, 아태지역 주요도시의
소프트 파워(Soft Power) 분석 보고서 발표
글로벌 최대 규모의 PR 커뮤니케이션 기업 웨버 샌드윅(Weber Shandwick)은 아시아 태평양지역의 도시 브랜드 명성에 영향을 미치는 ‘소프트 파워(soft power)’의 중요성과 각 요소 별 기여도를 분석한 ‘인게이징 시티(Engaging Cities: the Growing Relevance of Soft Power to City Reputations in Asia Pacific)’ 보고서를 2014년 12월 11일 아▪태지역 8개 국가에서 동시에 발표하였습니다.
웨버 샌드윅이 발표한 ‘인게이징 시티’ 보고서는 서울, 동경, 방콕, 상하이, 시드니, 싱가포르, 쿠알라 룸푸르, 홍콩 총 8개의 아시아 태평양 지역의 주요 도시를 대상으로 정치, 경제, 군사력과 별개로 도시 브랜드 명성 수립에 영향을 미치는 소프트 파워 요소에 대해 분석 하였습니다. 보고서가 주목한 소프트파워 16가지 주요 요소는 관광, 식문화, 성평등, 정치, 예술과 문화, 미디어, 건축과 디자인, 스포츠, 레저, 금융, 교육, 환경, 음악, 소셜 미디어, 생활 수준 등을 아우르고 있습니다.
웨버 샌드윅은 자매사인 KRC 리서치와 공동으로 총 4,147명의 8개 대상 도시 거주민에게 온라인 설문을 진행했으며, 총 20명의 미디어, 디자인, 건축, 문화, 유통, 스포츠 등 다양한 분야의 전문가 20명과 심층 인터뷰를 토대로 리포트를 완성 하였습니다.
해당 ‘인게이징 시티’ 보고서는 도시 별 명성에 영향을 주는 소프트 파워 요소 5가지로 독자성(Identity), 지역색(Neighbourhoods), 시민의 자부심(Citizen Advocacy), 창의력(The Creative Classes) 그리고 민중의 힘(People Power)를 꼽았습니다.
1. 독자성 (Identity)
강력한 국가 브랜드 파워가 오히려 도시만의 독자적인 명성 구축에 도움이 방해가 될 수 있다. 도시가 계획하는 명성을 성공적으로 구축하기 위해서는 국가 브랜드 파워 요소와 해당 도시만의 지역적 독자성 간의 균형을 유지하는 것이다.
2. 지역색 (Neighbourhoods)
특정 지역의 거주자와 비거주자 모두에게 영향을 주는 다양하고 독특한 문화적 요소들을 뜻하는 지역색은 도시만의 색깔이 가장 잘 드러나며, 사람들이 지역적 성향과 상응하는 특징적 요소들을 직접 보고 경험할 수 있는 요소다. 사람들의 관심을 높이고, 개인적인 연관성을 키울 수 있는 지역색은 도시만의 특별한 색깔의 명성을 구축하는데 도움이 될 것이다.
3. 시민의 자부심 (Citizen Advocacy)
이번 리포트에서 조사한 8개의 도시의 거주 시민 모두는 자신들이 속한 도시에 대해 비거주자에 비해 소프트 파워 요소 별로 특징에 높은 점수를 주었다. 본인이 거주하
웨버 샌드윅(Weber Shandwick) 본사에서 새로운 글로벌 리포트, “The Convergence Ahead : The Integration of Communications and Marketing” 발표하여, 리포트 내용 중 주요 포인트를 공유합니다.
해당 리포트는 2013년 10월부터 2014년 3월까지 약 6개월 기간 동안 미국, 유럽, 아시아-태평양 등 주요 글로벌 기업 내 최고 커뮤니케이션 경영자(CCO) 와 최고 마케팅 경영자(CMO)를 대상으로 전화인터뷰를 실시해서 완성되었다.
디지털 미디어 시대의 도래로 인해, 기업 및 브랜드와 기업 인지도의 상관 관계는 더욱 밀접해지고 있으며, 이에 따라, 기업 커뮤니케이션/ 마케팅 커뮤니케이션 활동에도 변화가 필요하게 되었다. 전통적으로 독자적인 영역이었던 두 부문이 서로의 영역 구분이 모호해지고 있음을 설문 참여 대상자들이 해당 리포트에서 확인시켜 주고 있다. 이미 이러한 커뮤니케이션 변화를 예상하고, 해당 변화에 대응하고자 몇몇 글로벌 기업들은 최고 커뮤니케이션 & 마케팅 경영자(CCMO, Chief Communication & Marketing Officer)라는 통합 직급을 새롭게 만들었으며, 본 리포트에는 CCMO의 경험을 기반으로 정리된 유익한 정보를 담고 있다.
해당 리포트에서는 기업 커뮤니케이션 & 마케팅 커뮤니케이션이 수렴화되는 트렌드(Convergence Trend)가 도래하게 된 배경을 분석하였을 뿐 아니라, CCMO의 성공적인 Convergence 를 위해 참고가 필요한 사항들을 6가지로 정리했으며, 주요 내용은 다음과 같다.
기업 커뮤니케이션과 마케팅 커뮤니케이션 활동의 성공적인 수렴화를 위한 6단계:
Consider Convergence for Strategic advantage: 두 커뮤니케이션 분야가 수렴화를 통해 얻을 수 있는 전략적 혜택을 고려하라
Start with a shared vision and mission: 조직에서 서로가 합의된 목표와 비전을 갖고 시작하라. 브랜드의 정체성을 정의한 후, 두 커뮤니케이션 부문의 수렴화를 진행하는 이유와 목표를 조직에 공유시켜야 한다
Evangelize widely and deeply: 각 부문 리더, 외부 관계자, 주요 클라이언트의 니즈를 파악하고 새로운 미션을 조직 내에 널리 알려야 한다.
Govern the integration: 통합된 조직을 탄생 시키기 위해서는, 각 부서를 통합 관리하는 능력이 필요하다.
Move quickly but planfully: 새로운 통합 과정이 조직 내에서 스무스하게 진행될 수 있도록, 본인과 팀의 능력을 믿고, 계획하에서 신속히 움직여라.
Celebrate successes early and often: 변화에서 얻게 되는 가시적인 성과와 혜택을 조직 내에 자주 보여주고 공유할 수 있는 방안을 찾아야 한다. CCMO 들은 성과가 있는 부분은 내부적으로 프로모션하고, 또 다른 성과를 이끌어내어야 한다.
글로벌 PR회사 웨버 샌드윅(Weber Shandwick)과 글로벌 Executive Search 컨설팅 회사인 스펜서 스튜어트 (Spencer Stuart)와 공동으로 진행한 ‘The Rising CCO V’ 리포트가 뉴욕에서 발표되어 해당 인포그래픽과 주요 포인트를 공유합니다.
전세계 4개 대륙 글로벌 기업의 CCO(Chief Communication Officer) 203명을 대상으로 온라인 설문조사를 통해 진행된 금번 The Rising CCO리포트는 올해로 5회째 진행되고 있습니다.
설문 참여 CCO 중 73% 는 디지털▪소셜 시대의 도래로 말미암아 더 많은 디지털 전문가를 고용하고 있다.
설문참여 CCO 중 35% 는 디지털▪소셜 채널을 통해 커뮤니케이션이 이루어지는 만큼 마케팅 부문에 기존 보다 더욱 큰 책임을 지고 있다.
커뮤니케이션 환경 변화로 인해 CCO는 마케팅 컨텐츠를 개발하는데 있어 고민이 커지고 있다.
과거에는 전통적인 미디어 채널을 통해 기업 뉴스를 미디어로 노출시키는데 어려움이 크지 않았지만, 현재 다양한 소셜 채널들을 통하여 보다 다양한 PR 및 통이 커뮤니케이션이 이루어져야 하며, 이를 위해서는 다양한 컨텐츠를 개발하는 데 있어 더욱 많은 책임을 느낀다고 밝혔다. (=Brand Journalism)
가장 흥미로운 점은 CCO 모두가 디지털▪소셜 미디어 시대 도래로 인한 임팩트에 대해서 인식을 같이 하고 있으나, 가장 영향력 있는 소셜 플랫폼 (혹은 가장 영향력 있는 소통 창구) 에 관하여는 각 지역별 CCO 들은 차이를 보이고 있다.
대체적으로 북미와 유럽의 CCO들은 페이스북, 트위터와 같은 소셜 미디어가 마케팅에서 가장 중요한 역할 창구로 다루고 있으며 남미지역 CCO 들은 Digital community management 와 Video Production 을 중시하고 있다.
APAC 지역의 CCO 들은 기업 웹사이트가 가장 영향력 있는(사내커뮤니케이션 혹은 마케팅) 도구가 될 것이라 답변하여, 주요 대륙간 CCO들의 인식에 차이가 크다는 점이 흥미롭다.
리포트 상세 내용은 웨버 샌드윅 본사 홈페이지 참조: http://bit.ly/1nCo0D9
Weber Shandwick, global public relations agency, released Food Forward Trends Report 2014 Korea, predicting the biggest trends in food industry for 2014.
Food Forward Trends Report 2014 Korea surveyed more than 750 Korean consumers and food experts nationwide, including food critics, chefs, and cooking experts, to find how these food and lifestyle trends impact upon corporations, industry bodies and policy makers; and how these trends will fuel further discussion between retailers, brands and consumers. The objective of the report is to understand the biggest trends and changes in food industry to relative officials and consumers.
In addition, Food Forward Trend Report 2014 study was also conducted in Australia, China and Singapore to help better understanding of the food trends on Asia-Pacific regions.
글로벌 PR 회사 웨버 샌드윅 (Weber Shandwick)이 식품업계 트렌드를 전망하는 보고서 “푸드 포워드 (Food Forward) 2014” 한국판을 발표했습니다.(2014년 6월 11일)
“푸드 포워드 2014”는 국내 소비자 약 750명을 대상으로 설문조사를 실시하고, 유명 셰프, 요리 전문가, 식품 전문 기자 등 업계 전문가를 대상으로 심층 인터뷰를 진행해 2014년 한국 식품 업계의 주목할 만한 최신 트렌트를 종합적으로 분석 및 전망한 보고서로, 해당 업계 종사자 및 소비자들이 국내 식품 업계 전반의 주요한 흐름과 변화를 살피고 이해하는 데 기여할 목적으로 발간했습니다.
더불어, “푸드 포워드 2014”는 금일 발표된 한국판 외에도 호주, 중국, 싱가포르 트렌드 리포트가 함께 발간돼 아시아 태평양 지역의 주요 식품 트렌드를 한 눈에 살펴볼 수 있게 했습니다.
글로벌 PR 회사 웨버 샌드윅 (Weber Shandwick)이 식품업계 트렌드를 전망하는 보고서 “푸드 포워드 (Food Forward) 2014” 한국판을 발표했습니다.(2014년 6월 11일)
“푸드 포워드 2014”는 국내 소비자 약 750명을 대상으로 설문조사를 실시하고, 유명 셰프, 요리 전문가, 식품 전문 기자 등 업계 전문가를 대상으로 심층 인터뷰를 진행해 2014년 한국 식품 업계의 주목할 만한 최신 트렌트를 종합적으로 분석 및 전망한 보고서로, 해당 업계 종사자 및 소비자들이 국내 식품 업계 전반의 주요한 흐름과 변화를 살피고 이해하는 데 기여할 목적으로 발간했습니다.
더불어, “푸드 포워드 2014”는 금일 발표된 한국판 외에도 호주, 중국, 싱가포르 트렌드 리포트가 함께 발간돼 아시아 태평양 지역의 주요 식품 트렌드를 한 눈에 살펴볼 수 있게 했습니다.
글로벌 최대 PR커뮤니케이션 기업 웨버 샌드윅(Weber Shandwick) 연구 조사 리포트 발표 - 관련 인포그래픽
-직원 5명 중 한 명꼴로 본인의 회사와 고용주 보호, 기업 브랜드 지지자 역할 수행
-아태지역 직원 5명 중 3명이 고용주에 대한 콘텐츠를 소셜 미디어에 올려
-6가지 유형의 ‘직장 행동주의 스펙트럼’ 모델, 직원 행동주의를 통한 기회 발굴에 도움
2014년 4월 4일, 서울 – 글로벌 최대 규모의 PR 커뮤니케이션 기업 웨버 샌드윅(Weber Shandwick)은 디지털과 소셜 미디어 시대의 도래로 말미암아, ‘직원 행동주의(employee activism)’라는 새로운 개념의 사회적 움직임이 급부상하고 있다고 밝혔다.
‘직원 행동주의’란, 직장에서 두각을 나타내는 직원들이 무조건적인 비난으로부터 자신의 회사와 고용주를 보호하고, 온∙오프라인에서 자신이 종사하고 있는 기업의 브랜드 지지자(brand advocate)로서의 역할을 수행한다는 이론이다.
웨버 샌드윅은 자매사인 KRC 리서치와 공동으로 한국을 포함 전세계 15개국에서, 18세 이상 65세 이하이면서 일주일 평균 근로시간이 30시간 이상인 2,300명의 직원들을 대상으로 온라인 설문 조사를 실시해, ‘행동하는 직원들의 급부상: 직원 행동주의를 통한 기회 발굴 (Employees Rising: Seizing the Opportunity in Employee Activism)’라는 보고서를 발간했다.
웨버 샌드윅 연구 조사에 따르면, 직원들 5명 중 한 명꼴(21%)로 친화적인 행동주의자(employee activist)이며, 다른 33%의 직원들 역시, 친화적인 행동주의 성향을 보일 가능성이 매우 높은 것으로 밝혀졌다.
디지털 시대의 새로운 변화 - ‘직원 행동주의(Employee Activism)’ 급부상 관련 전문 리포트
글로벌 최대 PR커뮤니케이션 기업 웨버 샌드윅(Weber Shandwick) 연구 조사 발표
-직원 5명 중 한 명꼴로 본인의 회사와 고용주 보호, 기업 브랜드 지지자 역할 수행
-아태지역 직원 5명 중 3명이 고용주에 대한 콘텐츠를 소셜 미디어에 올려
-6가지 유형의 ‘직장 행동주의 스펙트럼’ 모델, 직원 행동주의를 통한 기회 발굴에 도움
스마트 디바이스와 소셜 미디어 사용의 증가로, 그 어느 때보다 많은 메시지와 콘텐츠가 모바일과 온라인 사용자들에게 노출되고 있다. 그러나, 디지털, 검색, 소셜 미디어 연관 콘텐츠들이 폭발적으로 증가하고 있다고 할지라도, 소비자들이 하루에 수용할 수 있는 시간과 양은 한정되어 있다. 브랜드 콘텐츠가 타겟 오디언스들의 주목을 이끌어 내는 것은 점점 더 어려워지고 있다. 기업 및 브랜드의 PR 담당자로서 인식해야 할 소셜 콘텐츠의 주요 흐름 변화를 정리해보면 다음과 같다.
웨버 샌드윅만의 독창적인 소셜 미디어 기반 시뮬레이션
프로그램인 파이어벨은 기업 경영진 및 커뮤니케이션
담당자들에게 소셜 미디어 채널(트위터, 페이스북, 유튜브 등)을 통해 발생할 수 있는 위기 상황을 실시간으로 경험할 수 있는 기회를 제공해줍니다.
파이어벨 시뮬레이션에서는 기업 위기 관리팀 멤버들이 사전에 기획된 위기 시나리오를 기반으로 인터넷이 연결되지 않은 상황에서 현재 위기 대응 수준을 체크하고 향상시킬
수 있는 경험을 쌓을 수 있습니다.
지난 2013년 6월 “Digital Health: Building Social Confidence in Pharma’라는 제목으로 웨버 샌드윅(Weber Shandwick)이 발표한 리포트는 현재 글로벌 제약회사에서 소셜 미디어 커뮤니케이션 활동을 책임지는 13명의 임원들과 마케팅 컨설턴트가 참여했으며, 제약회사들의 소셜 미디어 도입 현황, 도입 시 혜택, 극복과제, 실행 방안 등 주제별 주요 인사이트가 반영되어 있다.
마케팅 월간지 IM 4월호에 Mobile Mom에 대한 신대철 차장의 기고문
본문 중:
최근 모바일 광고 회사인 인모비가 발표한 리포트(Media Consumptio
n: 5 ways mobile devices have changed the way mobile mothers
consume media)에 따르면, 모바일맘은 하루 평균 7시간 15분(435분)
을 미디어에 소비한다. 놀라운 점은 스마트폰과 태블릿에 각각 102분,
41분을 할애한다는 것이다. 즉 7시간 15분의 약 33%에 해당하는 2시간
30분(150분)을 모바일 기기(스마트폰+태블릿)가 차지하고 있다. 전체
미디어 소비에서 차지하는 비중도 크지만, 온라인과 TV에 소비하는 시
간이 각각 99분, 96분이라는 것에 비춰보면 모바일맘 시대는 그리 멀
지 않았다.
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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Implicitly or explicitly all competing businesses employ a strategy to select a mix
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
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2. Principles and Practices of Sustainability
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Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
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2. The Female CEO Reputation Premium? Differences & Similarities Page 2
THEFEMALECEOREPUTATIONPREMIUM?DIFFERENCES&SIMILARITIES
Even though women in business still have much to achieve, they have come a long way since the days when a Peggy Olson,
the striving female copywriter in the hit TV series Mad Men, had to climb her way up the corporate ladder under the gaze of
dubious male executives.
Nowadays, the benefit of promoting greater gender diversity in the C-Suite is generally acknowledged by both men and women.
According to a report from Catalyst, a leading nonprofit focused on providing opportunities for women in business, companies
with higher female representation in top management deliver 34% greater returns to shareholders than those with lesser
representation. Gender diversity is thus good for women, good for companies and good for business.
All well and good. But how female leadership impacts CEO and corporate reputation still remains largely unexplored, so
Weber Shandwick decided to traverse this terrain by mining global research we recently completed about CEO reputation
overall. What do women CEOs bring to a company’s reputation that is different from their male counterparts, and how do these
differences affect how a company is perceived? Or are CEOs of both genders more similar than different? This is the focus of
our new report, presented herein.
Our main report, The CEO Reputation Premium: Gaining Advantage in the Engagement Era, conducted with KRC Research,
was released in March 2015 and was based on more than 1,750 executives in large-sized companies ($US 500 million +) in 19
markets around the world. We found that a strong CEO reputation delivers a premium, significantly enhancing overall corporate
reputation and market value (45% of a company’s reputation and 44% of its market value are attributable to the CEO’s
reputation). The large sample size of our study allowed us to segment our sample into two groups — those executives with a
male CEO (92% of the sample) and those with a female CEO (8%), forming the basis for The Female CEO Reputation Premium?
Differences & Similarities. Our results say much about the role of women today in the executive office.
The Female CEO Reputation Premium? Differences & Similarities finds that having a woman
CEO presents no impediment to a company maintaining and developing a strong reputation.
Are there differences between having a male vs. a female CEO? Well, yes, but not materially
so. The essentials of reputation for all CEOs are largely the same. Whatever differences exist
simply offer different pathways to corporate success.
This is not to say that women who aspire to be CEOs are in the same position as their male counterparts. We found that
perceptions about the incidence of women CEOs do not necessarily square with reality, and that reaching CEO gender equality,
in terms of C-Suite representation, faces a number of challenges. Perhaps most striking is that while both male and female
executives express remarkable reluctance to take on the job of chief executive, women are significantly more reluctant to
do so. We can only conclude that if gender parity is a socially desirable goal, then a special effort must be made to encourage
women to step up to the plate.
Introduction
3. The Female CEO Reputation Premium? Differences & Similarities Page 3
THEFEMALECEOREPUTATIONPREMIUM?DIFFERENCES&SIMILARITIES
As we will cover in the next section of this report, each gender brings slightly different leadership strengths to their companies.
Yet companies run by male and female CEOs are just as likely to be perceived as having very strong reputations, and these CEOs
have comparably strong reputations themselves. Moreover, the reputations of male and female CEOs contribute similarly to the
market value of their firms.
Corporate and CEO reputations are largely gender-blind
According to Leslie Gaines-Ross, Weber Shandwick’s Chief Reputation Strategist, “Our finding that women CEOs deliver
return-on-reputation equal to male CEOs is highly encouraging. Apparently, once women sit in the chief executive chair,
they’ve proven themselves and their gender is no longer an issue. Like their male counterparts, all that now counts are
business results.”
Differences between male and female CEO leadership qualities — not so much
We asked respondents to describe their CEOs using a list of 30 leadership and personality characteristics. Then we analysed
the responses by CEO gender.
To our surprise, major differences between male and female CEOs were relatively few. Indeed, only one leadership trait —
albeit a highly important one — is significantly higher for male CEOs than female CEOs: having a clear vision for the company.
It seems that once a woman makes it to the chief executive office, business is business and gender considerations fade.
Yet, there is still a quantifiable variation among CEOs depending on gender according to global executives surveyed and
those closest to the CEO. For example, male CEOs surpass female CEOs directionally on such items as excellence in crisis
management, having a global business outlook, and pursuit of awards. Women CEOs, in contrast, are perceived as being
stronger on more affable or “soft power” qualities: open and accessible, social media participation, comfortable talking to the
media and caring about others.
Such variation appears to conform with long-held stereotypes whether it be the strong, decisive man or the nurturing, maternal
woman. However, the variation is not great and is perhaps not unexpected. Nor should it be considered an impediment to
turning more senior women into CEOs. Male and female CEOs are for the most part viewed with similar yardsticks once they
obtain the top leadership position.
Reputational strength and contribution to market value by CEO gender
Executives with female CEOsExecutives with male CEOs
36%
Company reputation
is very strong
(% agree)
CEO reputation
is very strong
(% agree)
% of company market
value attributed to
CEO reputation
38%
33%
35% 47%
43%
4. The Female CEO Reputation Premium? Differences & Similarities Page 4
THEFEMALECEOREPUTATIONPREMIUM?DIFFERENCES&SIMILARITIES
“Our study suggests that stereotyped differences in leadership style don’t really matter — both styles
can be equally effective and respected. No matter the approach, a qualified CEO has been able to rise
to the top. Whatever his or her personal traits may be, they have been effective and demonstrably
competitive. Reputation premium benefits come with the CEO job, regardless of the CEO’s gender.”
— MICHO SPRING, GLOBAL CORPORATE PRACTICE CHAIR, WEBER SHANDWICK
Which words or phrases best describe your CEO?Which words or phrases best describe your CEO?
Is honest and ethical
GENDER-
NEUTRAL
Has a clear vision
for the company
Is excellent in a crisis
Has a global
business outlook
Wins awards
Traits More Likely to Describe
MALECEOs than Female CEOs
Is open and accessible
Participates in social media
Is comfortable talking
with news media
Cares about others
Traits More Likely to Describe
FEMALECEOs than Male CEOs
CEO Traits
Shows emotion
Is a good listener
Shares your values
Is humbleIs a risk-taker
Is focused on customers
Takes responsibility
when things go wrong
Is decisive
Fosters technology
in the workplace Inspires and motivates others
Is innovative
Is a good communicator
outside the company
Is collaborative
Is a good communicator
inside the company
Acknowledges
contributions of others
Is competitive
Cares about environment Cares about community
Cares that company is
a good place to work Is charismatic
Attracts top talent
to company
5. The Female CEO Reputation Premium? Differences & Similarities Page 5
THEFEMALECEOREPUTATIONPREMIUM?DIFFERENCES&SIMILARITIES
Are female CEOs more visible than male CEOs — or is it just media hype?
Compared to male CEOs, female CEOs are more likely to be
described as being more willing to talk to the media than they
were a few years ago (43% vs. 52%, respectively) and more
likely to be comfortable doing so (33% vs. 39%). Female
CEOs are also more likely than their male counterparts to
participate in social media (20% vs. 15%).
On one hand, we suspect that such attention to external
visibility may simply be a product of intense media interest.
With so few women in the C-Suite, women at the top may find
it difficult to stay out of the spotlight. Such coverage may
leave the impression that women CEOs seek out external
visibility when in fact they often have no choice in the matter.
On the other hand, women CEOs may be more keen than male
CEOs on media engagement. Perhaps they are more likely to
recognise the benefits of the new CEO engagement mandate
identified in The CEO Reputation Premium — CEO visibility
is critical to company reputation today. Indeed, the female
senior executives in our study are significantly more likely
than their male counterparts to believe this is true (85% vs.
79%, respectively). This awareness of the importance of
visibility seems to stay with those women who become CEO.
Going social has huge potential for senior women leaders
to build equity in their brands and be a voice in their industry.
In an analysis of the 2014 Fortune’s Most Powerful Women
(MPW) list, Weber Shandwick determined that a majority of
MPWs (76%) are engaging online, most typically having a
visible presence on their company websites (60%), but can
also be found on their company YouTube channels (40%)
and on their social networks (30%). Women business
leaders are wisely leveraging social tools to communicate
their companies’ messages and to reinforce their
companies’ brands.
76% of the 2014 Fortune’s Most Powerful
Women (MPW) are engaging online.
6. The Female CEO Reputation Premium? Differences & Similarities Page 6
THEFEMALECEOREPUTATIONPREMIUM?DIFFERENCES&SIMILARITIES
Number of female CEOs vastly overestimated — both genders haven’t a clue
With it being clear that the reputational outcomes of female
and male leaderships are functionally similar, one can
hardly be blamed for assuming that gender equality among
CEOs would be well on its way to being achieved. Yet, this
is not the case. Women are still grossly underrepresented
in the C-Suite. Only 5% of CEOs running U.S. Fortune 1000
companies are women. Women run just 4% of FTSE 100
companies. The Grant Thornton International Business Report
survey reports that 12% of global businesses have either
a female CEO or Managing Director. According to our own
report, just 8% of executives in companies worldwide with
revenues of at least $500 million (USD) have a female CEO.
The executives in our study, irrespective of gender, seem
largely unaware of how few women have actually risen to
the top. When asked to estimate how many large companies
around the world have female CEOs, the average
respondent’s estimate is 23%. Surprisingly, our female
executives’ overestimations were significantly higher than
those of male executives (25% vs. 21%, respectively). We
expected that female executives would be sensitised to
the shortage of CEO women. Apparently they, like male
executives, reliably overestimate.
Perhaps executives, whether female or male, are being misled
because female CEOs are covered so extensively in the media
and have taken over in a few traditionally male-dominated
industries. We don’t know for sure the “why,” but both male
and female executives are far off the mark regarding the
progress being made in achieving gender diversity at the top.
Furthermore, expectations that the gender gap will narrow
in the foreseeable future appear to be similarly overly
optimistic. Executives in our survey project that in just 10
years a much larger 30% of CEOs will be women. This number
seems outlandish when faced with estimates of others who
have investigated the matter. Phumzile Mlambo-Ngcuka,
the United Nations Under-Secretary-General and Executive
Director of UN Women, for example, recently shared a
startling projection about the dim prospects for gender
equality in the near future. According to her, a girl born today
will be an 81-year-old grandmother before she has the same
chance as a man to be CEO of a company.
The reality is that the CEO gender gap is not likely to close
significantly anytime soon. Executive misperceptions may
not be helping matters. If executives remain unaware of the
glaring gap in the number of female CEOs, the impetus to
course-correct will continue to languish.
On the other hand, such overestimation may have a silver
lining. Even if such estimates do not track with reality, they
do reveal a willingness among executives to accept female
leadership way beyond current numbers. Even if gender
equality takes longer than desired, the chances of backsliding
on the issue is highly unlikely while the prospect of continued
improvement, even if painfully slow, seems inevitable.
The executives in our study, irrespective of
gender, seem largely unaware of how few
women have actually risen to the top. When
asked to estimate how many large companies
around the world have female CEOs, the
average respondent’s estimate is 23%.
7. The Female CEO Reputation Premium? Differences & Similarities Page 7
THEFEMALECEOREPUTATIONPREMIUM?DIFFERENCES&SIMILARITIES
Would you personally ever want to be
the top leader of a large company?
(Global executives)
The gender bender in the CEO pipeline —
not so fast, women aren’t convinced it’s
worth it!
Since women bear the brunt of CEO gender inequality, one
might expect that a disproportionate number of women
would be chomping at the bit to seek the leadership positions
previously unavailable to them. The truth is somewhat more
complicated.
We asked global executives whether they would want to be
CEO one day. Nearly one-third of male executives (32%) but
only one-fourth (23%) of female executives said yes. This
is a statistically significant difference marked by extreme
differences between regions.
Yes No Maybe
32%
23%
30%
33%
37%
43%
Based on these results, North American women executives
are resoundingly disinterested in the CEO job, with the
majority — 68% — dismissing the idea altogether. Asia
Pacific women are divided, with half of them (51%) coming
in with a “maybe.” Only at European companies do males and
females equally aspire to CEO-ship. As for Latin America,
the sample of female executives is too small to draw a
statistically valid comparison, but directionally speaking,
they have the highest rate of interest in the CEO job (34%).
Would you personally ever want to be
the top leader of a large company?
(Executives by region)
27%
23%22%
9%
51%
68%NORTH AMERICAN
EXECUTIVES
Yes No Maybe
Female executivesMale executives
Indicates significant difference
* Sample size is too small to test for significance
Percentages may not add to 100% because of decimal rounding
25%
22%
39%39% 37% 39%
Yes No Maybe
EUROPEAN
EXECUTIVES
23% 22%
37%
27%
40%
51%
Yes No Maybe
ASIA PACIFIC
EXECUTIVES
34%*
46%
17%*
11%
49%*
43%
Yes No Maybe
LATIN AMERICAN
EXECUTIVES
Female executivesMale executives
Indicates significant difference
Percentages may not add to 100% because of decimal rounding
8. The Female CEO Reputation Premium? Differences & Similarities Page 8
THEFEMALECEOREPUTATIONPREMIUM?DIFFERENCES&SIMILARITIES
It’s not that women in particular shy away from the CEO job because they see leadership as too challenging. Equal numbers of
both the men and women who declined the CEO job (52% each) believe that “it is very difficult to be a CEO today.” Why women
are less determined to seek the top corporate position is apparently attributable to other reasons yet to be determined.
What we do know is that those women who do aspire to be chief executive exhibit certain characteristics. According to
our research, these women are more likely than their male counterparts to be Millennial, to be employed in privately held
companies and to work for female CEOs. No differences arise between genders according to industry.
Executives who want to be the top leader of a large company
GENERATION
Millennials
31%
47%
GenXers
50%
40%
Boomers
19%
12%
CEO GENDER
Male
95%
84%
Female
5%
16%
COMPANY OWNERSHIP
Public
46%
42%
Private
38%
49%
Other
16%
10%
INDUSTRY*
Consumer
33%
38%
Healthcare
16%18%
Finance
19%
23%
Technology Science/
Engineering
Travel/
Tourism
22%
27% 25% 22%
15% 14%
Male executives who want to be a CEO Female executives who want to be a CEO
Indicates significant difference
Percentages may not add to 100% because of decimal rounding
* Respondents were allowed to select more than one industry
9. The Female CEO Reputation Premium? Differences & Similarities Page 9
THEFEMALECEOREPUTATIONPREMIUM?DIFFERENCES&SIMILARITIES
What might explain this? Female Millennials are less likely
than other females to have hit glass ceilings or to have faced
gender discrimination, if only because of the brevity of their
experience in the workforce. Perhaps women in privately
held businesses, compared to their male counterparts,
see themselves as freer to act as “owners” without being
hamstrung by the checks and balances of public companies.
As potential leaders of private companies, they may feel
like they would be less beholden to the ever-increasing
demands of shareholders and perhaps better able to pursue
meaningful long-term goals.
Indeed, the need to encourage female leadership is well-
recognised. It is a widely held opinion by both genders that
it is important for the universe of female CEOs to grow.
Approximately seven in 10 (69%) of our global survey
respondents report that it is important to increase the
number of women in CEO positions. Not surprisingly, women
are significantly more likely than men to have this conviction
(84% vs. 60%, respectively).
The leading justification for increasing the number of female
CEOs, according to both male and female executives in our
study, is to create more female role models and mentors.
This is not surprising because mentoring is increasingly
understood as a reliable means of helping women obtain
higher positions.
Having a female CEO role model seems to make a difference
for women seeking a rise to the top. Yet this is obviously a
catch-22. Our research shows that while female CEOs inspire
more female CEOs, women executives in our survey were less
than enthusiastic overall about aspiring to the chieftain role.
So, from where are the role models to come?
“Our research indicates that when
women work for female CEOs, they
are more motivated to strive to
be corporate leaders themselves.
These results lead to the undeniable
conclusion that if we really want gender
equality at the top, we must promote
more women into CEO positions and
do it now.”
— GAIL HEIMANN, PRESIDENT, WEBER SHANDWICK
10. The Female CEO Reputation Premium? Differences & Similarities Page 10
THEFEMALECEOREPUTATIONPREMIUM?DIFFERENCES&SIMILARITIES
How to attract more women CEO-aspirers: make reputation count!
Good CEO reputations matter more to women. Female executives are significantly more likely than male executives to say that
their CEOs’ reputations influence them to stay at their companies (64% vs. 54%).
What qualities in a CEO are most likely to incentivise women? To understand this we looked at the top-ranked characteristics
of the most highly regarded CEOs. Both men and women put “clear vision for the company” at the top of list and tend to be
in agreement on most other attributes as well. There were, however, a few differences. In a top-five ranking, men admire
decisiveness and inspirational/motivational qualities in their CEOs, while women admire external communications skills and
caring about the quality of the workplace.
“For today’s women CEOs, heightening their external visibility also inspires the next generation of women leaders,” says
Carol Ballock, executive vice president of Executive Equity and Engagement at Weber Shandwick.
Our findings reveal that the inextricable link between CEO and corporate reputation rings especially true for women
executives. The added reputation premium from women CEOs is the positive impact on women in the leadership pipeline.
Put simply, reputation at the top inspires women executives to ascend the ladder.
Top-ranked characteristics of highly regarded CEOs
According to male executives
Has a clear vision for the company (69%)
Decisive (59%)
Is honest and ethical (56%)
Has a global business outlook (56%)
Is a good communicator
internally (53%)
Inspires and motivates others (51%)
Is focused on customers (51%)
According to female executives
Has a clear vision for the company (67%)
Has a global business outlook (61%)
Is focused on customers (55%)
Is a good communicator internally (55%)
Is a good communicator externally (55%)
Is honest and ethical (53%)
Cares that the company is a
good place to work (52%)
Indicates characteristic unique to male executives
Indicates characteristic unique to female executives
11. The Female CEO Reputation Premium? Differences & Similarities Page 11
THEFEMALECEOREPUTATIONPREMIUM?DIFFERENCES&SIMILARITIES
Women CEOs may from time to time exhibit different
leadership qualities than men, but the proof is in the
pudding. Gender equality exists when it comes to
contributing to overall company reputation and market
value. While this report does not claim to have found all the
solutions to the CEO gender disparity issue, we do note that
women are motivated to pursue higher executive levels by
observing or working for women CEOs; especially when they
are younger and less impacted by gender fatigue. Knowing
that being a CEO one day is not on the wish list for many
women in business, companies need to take further steps
to encourage them if they wish to fully benefit from the
contributions of all its executives, both male and female. If
it is true that according to current trends women will have
to wait until 2096 to have the same economic power and
opportunities as men (The Grant Thornton International
Business Report), something must be done to accelerate
progress so that gender equality does not have to be put off
for close to a century.
Weber Shandwick is committed to an ongoing examination
of CEO leadership, including the C-Suite gender issue. Our
Executive Equity and Engagement services help CEOs and
aspiring executive women amplify their voices and raise
their visibility at executive conferences and forums and
across other multi-channels. We help them build the equity
in their brands that might one day land them in the corner
office as well as inspire the next generation of women CEOs
so that, eventually, we won’t need to have discussions about
gender inequality in the C-Suite.
Conclusion
Women are motivated to pursue higher executive levels by
observing or working for women CEOs; especially when they are
younger and less impacted by gender fatigue.
12. The Female CEO Reputation Premium? Differences & Similarities Page 12
THEFEMALECEOREPUTATIONPREMIUM?DIFFERENCES&SIMILARITIES
Jack Leslie
Chairman
Weber Shandwick
jleslie@webershandwick.com
Andy Polansky
CEO
Weber Shandwick
apolansky@webershandwick.com
Gail Heimann
President
Weber Shandwick
gheimann@webershandwick.com
Cathy Calhoun
Chief Client Officer
Weber Shandwick
ccalhoun@webershandwick.com
Sara Gavin
President, North America
Weber Shandwick
sgavin@webershandwick.com
Chris Perry
President, Digital
Weber Shandwick
cperry@webershandwick.com
Micho Spring
Chair, Global Corporate Practice
Weber Shandwick
mspring@webershandwick.com
Leslie Gaines-Ross
Chief Reputation Strategist
Weber Shandwick
lgaines-ross@webershandwick.com
Carol Ballock
EVP, Executive Equity &
Engagement Lead
Weber Shandwick
cballock@webershandwick.com
Colin Byrne
CEO, UK & EMEA
Weber Shandwick
cbyrne@webershandwick.com
Tim Sutton
Chairman, Asia Pacific
Weber Shandwick
tsutton@webershandwick.com
Baxter Jolly
Vice Chairman, Asia Pacific
Weber Shandwick
bjolly@webershandwick.com
Zé Schiavoni
CEO, S2Publicom
Weber Shandwick
ze.schiavoni@s2publicom.com.br
Bradley Honan
CEO
KRC Research
bhonan@krcresearch.com
For more information aboutThe Female CEO Reputation Premium? Differences & Similarities, please contact:
/WeberShandwick
@WeberShandwick
/WeberShandwick
/Company/Weber-Shandwick
/WeberShandwickGlobal
+WeberShandwick