2013. With partner KRC Research, Weber Shandwick surveyed 630 professionals — managers on up to the C-suite, excluding CEOs — about the social participation of CEOs. Respondents worked in companies with revenues of $500 million or more and represented 10 countries across North America, Europe, Latin America and Asia Pacific.
Ready to launch the greatest social media campaign ever? In many organizations, you'll have to get the approval of a senior leadership team. In this presentation, you'll learn a variety of insights, strategies and tactics for overcoming executive resistance toward social media efforts.
Presented by Ryan Cohn, Vice President of Social/Digital Operations at Sachs Media Group, at the Social Fresh EAST Conference in Tampa on April 19, 2013.
SutherlandGold's CEO Scorecard for Remote LeadershipRachelle Spero
SutherlandGold's data-driven CEO Scorecard is for executives who want to evaluate and strengthen their leadership, visibility, and engagement strategies. The CEO Scorecard evaluates multiple data sets from a leader's public-facing profile including business performance, visibility in the media, thought leadership, and social media engagement based.
To demonstrate the power of the CEO Scorecard, we evaluated ten CEOs leading high-growth companies from Fortune’s 2019 40 Under 40 award to uncover their activities before and after the pandemic was announced. We also conducted an online survey of CEOs leading startup companies for a preview into the future of remote leadership.
The result is a multidimensional picture into what CEOs prioritize today and in the future when it comes to leading in a virtual world.
SOCIAL MEDIA TRENDS AND THE IMPACT ON HRDelphiaLLC
Organizations have steadily started to integrate social technologies in to recruitment, development and engagement practices. Using social media inside organizations will be increasingly important this year and going forward. HR departments must start creating a social media strategy, including social media practices, policies and guidelines, to leverage current communities and evaluate new ones that are bound to emerge faster than ever before. Joe shares the big picture of social media trends to help you re-tool how you source, develop and engage employees.
Participants will come to understand social media trends to create a social media strategy for HR practices around recruiting, development and engagement.
Learning Objectives include:
The role of social media in contemporary HR practices
Social media trends and their impact on HR
Core concepts for social media policies/guidelines for employees
HR technology, new approaches to recruiting, development and engagement using social media
ABOUT THE SPEAKER
Joe Rotella joined Delphia Consulting in 2002 following a brilliant career in software design and development with Lucent Technologies and Bell Laboratories. While at Bell Labs, Joe earned the coveted Distinguished Member of Technical Staff (DMTS) designation. Joe served as Delphia’s Chief Technical Officer (CTO) for 11 years before transitioning to become its Chief Marketing Officer in 2014. Joe’s also served on HRACO’s board and teaches the Strategic Management module of the SHRM Learning System in HRACO’s PHR/SHPR Preparatory program.
There are many reasons why college and university presidents find the use of social media invaluable--and why they're concerned about it. Presented at CASE Europe, 29 August 2012.
Creating a Successful Social Recruitment StrategyManish Grover
I made this presentation at the HCMNext 2013 Conference on Social Media in Human Capital Management. The delegates were HR Practitioners and Professionals from IT, ITES, Manufacturing, Automotive and Pharma Industries.
Ready to launch the greatest social media campaign ever? In many organizations, you'll have to get the approval of a senior leadership team. In this presentation, you'll learn a variety of insights, strategies and tactics for overcoming executive resistance toward social media efforts.
Presented by Ryan Cohn, Vice President of Social/Digital Operations at Sachs Media Group, at the Social Fresh EAST Conference in Tampa on April 19, 2013.
SutherlandGold's CEO Scorecard for Remote LeadershipRachelle Spero
SutherlandGold's data-driven CEO Scorecard is for executives who want to evaluate and strengthen their leadership, visibility, and engagement strategies. The CEO Scorecard evaluates multiple data sets from a leader's public-facing profile including business performance, visibility in the media, thought leadership, and social media engagement based.
To demonstrate the power of the CEO Scorecard, we evaluated ten CEOs leading high-growth companies from Fortune’s 2019 40 Under 40 award to uncover their activities before and after the pandemic was announced. We also conducted an online survey of CEOs leading startup companies for a preview into the future of remote leadership.
The result is a multidimensional picture into what CEOs prioritize today and in the future when it comes to leading in a virtual world.
SOCIAL MEDIA TRENDS AND THE IMPACT ON HRDelphiaLLC
Organizations have steadily started to integrate social technologies in to recruitment, development and engagement practices. Using social media inside organizations will be increasingly important this year and going forward. HR departments must start creating a social media strategy, including social media practices, policies and guidelines, to leverage current communities and evaluate new ones that are bound to emerge faster than ever before. Joe shares the big picture of social media trends to help you re-tool how you source, develop and engage employees.
Participants will come to understand social media trends to create a social media strategy for HR practices around recruiting, development and engagement.
Learning Objectives include:
The role of social media in contemporary HR practices
Social media trends and their impact on HR
Core concepts for social media policies/guidelines for employees
HR technology, new approaches to recruiting, development and engagement using social media
ABOUT THE SPEAKER
Joe Rotella joined Delphia Consulting in 2002 following a brilliant career in software design and development with Lucent Technologies and Bell Laboratories. While at Bell Labs, Joe earned the coveted Distinguished Member of Technical Staff (DMTS) designation. Joe served as Delphia’s Chief Technical Officer (CTO) for 11 years before transitioning to become its Chief Marketing Officer in 2014. Joe’s also served on HRACO’s board and teaches the Strategic Management module of the SHRM Learning System in HRACO’s PHR/SHPR Preparatory program.
There are many reasons why college and university presidents find the use of social media invaluable--and why they're concerned about it. Presented at CASE Europe, 29 August 2012.
Creating a Successful Social Recruitment StrategyManish Grover
I made this presentation at the HCMNext 2013 Conference on Social Media in Human Capital Management. The delegates were HR Practitioners and Professionals from IT, ITES, Manufacturing, Automotive and Pharma Industries.
Maximize Social Media Throughout The Employment LifecycleMonster
Social media is changing the way people find jobs, however most companies are out of step.
In fact, according to a recent SourceRight Solutions® Emerging Workforce Study, less than one-fourth of companies have a formal social media strategy in place. Even more alarming is that of those companies with a strategy in place, only one-third say they’ve had success.
While the basic need to attract, cultivate and retain talent remains, the "strategies" of how to best do this have changed dramatically.
This presentation showcases our findings and will help you learn how the cultural shift of social media has changed the employment landscape of how we attract, retain and cultivate talent.
You'll gain valuable insights such as:
The Importance of Social Media in the Recruitment of Top Talent
Cultural Mission Statements Do Make a Difference
Social Media Can Help Retain Your Top Talent
For more information, visit http://hiring.monster.com
Every year KWD surveys the plans and challenges facing Web Managers at the largest listed companies in Europe. This year KWD received detailed answers from 122 Web Managers from 100 companies in 17 countries in many different sectors. 62% of the companies that took part in the survey are included in Financial Times Europe 500.
KWD’s report discusses the responses to the KWD Web Management Survey 2012 which was sent out in March 2012. We asked 34 questions ranging from the size of corporate website budget to the importance of social media in corporate communications. Our research gives a good insight into what companies will focus on over the next 12 months and, in this difficult economic period, what issues are important to them.
The KWD Web Management Report is published as open research under a Creative Commons license. As a gesture of appreciation to companies having participated in the survey, KWD sends them the extended KWD Web Management Report 2012 which included management and budget information.
In this presentation originally created for DNNcon 2013 (West Palm Beach, FL), Jason Stone of Engage Software covers the Enterprise Social Networking space. What is ESN? Who are some of the key players? What does the research say about the market and its future? He shares some of his own experiences on the team that created iheartDNN.com as well as some from leading the Evoq Social ESN LinkedIn group.
Creating a Social Networking Recruitment StrategyCielo
Social networking sites are an important tool in a recruiter’s toolbox. However rather than dipping your toe in the water and experimenting tactically, it’s important to take a step back and think about your overall strategic approach to using social media for recruiting.
A well thought-out, coordinated strategy will ensure that your company’s recruitment message is clear, that the various online channels are integrated, and that everything you do in the web environment helps attract top-level talent and enhances your employment brand.
During this webinar sponsored by ADP, you’ll learn the best practices for creating a social networking recruiting strategy. Michelle Krier, Marketing Services Manager for Pinstripe, will explain:
* What social media is and why it’s important to have a social media strategy specifically for your recruiting function
* How to build a social networking strategy for recruitment (and how it integrates with your company’s overall social media strategy)
* What an integrated strategy looks like via a case study
* The organizational benefits of a social networking recruitment strategy, and
* How to measure success
A joint study conducted by LinkedIn Marketing Solutions and FTI Consulting finds that Financial Advisors overwhelmingly favor and utilize LinkedIn for business.
Did you know that 4 out of 5 IT decision makers use social networks for business purposes? In fact, 73% of them have engaged with a vendor on social. Hear more about the pervasive impact of social on IT purchasing and what marketers must do to adapt, in this groundbreaking study by LinkedIn and Forrester.
“How Social Media can Supercharge your Recruitment and Retention Efforts”
There is little doubt that social media is among the most underutilized and undervalued economic development business tools. With the rise of social media, how has the business attraction and retention landscape changed? Learn how social media is changing your world and how to utilize it to most effectively market your community!
PART 1; IT'S COMPLICATED: The relationship Status between Social Media, HR & ...Rob Lockard, SPHR
First part of the 08.26.2014 Social Media Club of Kansas City (SMCKC) Luncheon Presentation, titled "IT'S COMPLICATED: The relationship status between Social Media, HR & Recruiting" which was Presented by Rob Lockard & Kristi Jones and held at the HQ of H&R Block.
When properly implemented, social media can help B2B companies develop early-stage prospect relationships, nurture leads, speed up the sales cycle and deepen customer relationships.
W sprzedaży B2B mamy do czynienia z coraz bardziej wybrednymi, ale i wyedukowanymi klientami. Dotarcie do naszych prospektów z ofertą też staje się trudniejsze, a cold calling jest coraz mniej efektywny. Czy sprzedawcy powinni umieć wykorzystywać media społecznościowe w swojej pracy?
Więcej informacji o sprzedaży B2B, mediach społecznościowych i marketingu znajdziesz na moim blogu www.mieczmedia.pl.
Maximize Social Media Throughout The Employment LifecycleMonster
Social media is changing the way people find jobs, however most companies are out of step.
In fact, according to a recent SourceRight Solutions® Emerging Workforce Study, less than one-fourth of companies have a formal social media strategy in place. Even more alarming is that of those companies with a strategy in place, only one-third say they’ve had success.
While the basic need to attract, cultivate and retain talent remains, the "strategies" of how to best do this have changed dramatically.
This presentation showcases our findings and will help you learn how the cultural shift of social media has changed the employment landscape of how we attract, retain and cultivate talent.
You'll gain valuable insights such as:
The Importance of Social Media in the Recruitment of Top Talent
Cultural Mission Statements Do Make a Difference
Social Media Can Help Retain Your Top Talent
For more information, visit http://hiring.monster.com
Every year KWD surveys the plans and challenges facing Web Managers at the largest listed companies in Europe. This year KWD received detailed answers from 122 Web Managers from 100 companies in 17 countries in many different sectors. 62% of the companies that took part in the survey are included in Financial Times Europe 500.
KWD’s report discusses the responses to the KWD Web Management Survey 2012 which was sent out in March 2012. We asked 34 questions ranging from the size of corporate website budget to the importance of social media in corporate communications. Our research gives a good insight into what companies will focus on over the next 12 months and, in this difficult economic period, what issues are important to them.
The KWD Web Management Report is published as open research under a Creative Commons license. As a gesture of appreciation to companies having participated in the survey, KWD sends them the extended KWD Web Management Report 2012 which included management and budget information.
In this presentation originally created for DNNcon 2013 (West Palm Beach, FL), Jason Stone of Engage Software covers the Enterprise Social Networking space. What is ESN? Who are some of the key players? What does the research say about the market and its future? He shares some of his own experiences on the team that created iheartDNN.com as well as some from leading the Evoq Social ESN LinkedIn group.
Creating a Social Networking Recruitment StrategyCielo
Social networking sites are an important tool in a recruiter’s toolbox. However rather than dipping your toe in the water and experimenting tactically, it’s important to take a step back and think about your overall strategic approach to using social media for recruiting.
A well thought-out, coordinated strategy will ensure that your company’s recruitment message is clear, that the various online channels are integrated, and that everything you do in the web environment helps attract top-level talent and enhances your employment brand.
During this webinar sponsored by ADP, you’ll learn the best practices for creating a social networking recruiting strategy. Michelle Krier, Marketing Services Manager for Pinstripe, will explain:
* What social media is and why it’s important to have a social media strategy specifically for your recruiting function
* How to build a social networking strategy for recruitment (and how it integrates with your company’s overall social media strategy)
* What an integrated strategy looks like via a case study
* The organizational benefits of a social networking recruitment strategy, and
* How to measure success
A joint study conducted by LinkedIn Marketing Solutions and FTI Consulting finds that Financial Advisors overwhelmingly favor and utilize LinkedIn for business.
Did you know that 4 out of 5 IT decision makers use social networks for business purposes? In fact, 73% of them have engaged with a vendor on social. Hear more about the pervasive impact of social on IT purchasing and what marketers must do to adapt, in this groundbreaking study by LinkedIn and Forrester.
“How Social Media can Supercharge your Recruitment and Retention Efforts”
There is little doubt that social media is among the most underutilized and undervalued economic development business tools. With the rise of social media, how has the business attraction and retention landscape changed? Learn how social media is changing your world and how to utilize it to most effectively market your community!
PART 1; IT'S COMPLICATED: The relationship Status between Social Media, HR & ...Rob Lockard, SPHR
First part of the 08.26.2014 Social Media Club of Kansas City (SMCKC) Luncheon Presentation, titled "IT'S COMPLICATED: The relationship status between Social Media, HR & Recruiting" which was Presented by Rob Lockard & Kristi Jones and held at the HQ of H&R Block.
When properly implemented, social media can help B2B companies develop early-stage prospect relationships, nurture leads, speed up the sales cycle and deepen customer relationships.
W sprzedaży B2B mamy do czynienia z coraz bardziej wybrednymi, ale i wyedukowanymi klientami. Dotarcie do naszych prospektów z ofertą też staje się trudniejsze, a cold calling jest coraz mniej efektywny. Czy sprzedawcy powinni umieć wykorzystywać media społecznościowe w swojej pracy?
Więcej informacji o sprzedaży B2B, mediach społecznościowych i marketingu znajdziesz na moim blogu www.mieczmedia.pl.
Ta prezentacja jest dla Ciebie jeśli nie widzisz potencjału w serwisie Linkedin. Jeśli chcesz dowiedzieć się jak sprzedawać przez Linkedin. Poznaj możliwości Linkedin Pulse i zobacz co to jest Sales Navigator. Poznaj Janusza, z którym być może się utożsamiasz i dowiedz się dlaczego sprzedaż w dzisiejszych czasach jest mocno związana z consultingiem i marketingiem. Pytania Janusza oparte są na realnych rozmowach na temat serwisu.
***Zapraszam Cię również na moje szkolenia: http://bit.ly/dowiedzsiewiecejoLinkedin
Kapost 50 learning from world-class marketersKapost
Back in December we announced the winners of the 2016 Kapost 50, and now we're ringing in the new year by bringing together a few of our favorites to share how they aligned, created, distributed, and analyzed their world-class B2B marketing campaigns through a webinar.
See the deck from it here!
Socializing Your CEO III: From Marginal to Mainstream (Weber Shandwick - June...yann le gigan
>>Socializing Your CEO III: From Marginal to Mainstream
[webershandwick.com 23.06.15]
Weber Shandwick released Socializing Your CEO: From Marginal to Mainstream, an audit of the online presence of CEOs from the world’s largest companies. This third installment of the Socializing Your CEO series finds that CEO online engagement has increased dramatically since we first began tracking the online sociability of chief executives several years ago. As of 2015, CEOs have found their social footing.
http://www.webershandwick.com/uploads/news/files/socializing-your-ceo-iii-exec-summary.pdf
Many hurdles traditionally stood in the way of CEOs’ entry into the world of social media. Top barriers cited in prior Weber
Shandwick research on “unsocial” CEOs in 2013 included: social media usage by CEOs was unusual for the industry or region,
there was no proof that it returns value, there was no demand, and it was too risky. Interestingly, barriers such as legal
obstruction and industry regulation were infrequently raised (The Social CEO: Executives Tell All, Weber Shandwick and KRC
Research). Much to their credit, CEOs are overcoming these challenges and, to a growing degree, embracing the opportunities
that come from being social.
Operating in an increasingly connected and transparent digital world where the general public is acutely attuned to what CEOs
say and do, executives see online engagement as a prime opportunity for their chief executives to share their companies’
stories and elevate the reputation of their companies. With eight in 10 global executives reporting that it is important for
CEOs to have a visible public profile for a company to be highly regarded, online channels and social media become one set of
tools for CEOs to increase their external equity. And doing so comes with reputational rewards: highly regarded companies
are more than three times as likely as those with weak reputations to have a CEO who participates in social media. (The CEO
Reputation Premium: Gaining Advantage in the Engagement Era, Weber Shandwick and KRC Research.)
Leaders, by definition, go first. That’s why it’s so astounding that 70% of Fortune 500 CEOs still do not have a social presence. Every day, new studies arise making the case for social CEOs — and the benefits to employees, shareholders, customers and influencers. At a time when most of the planet is online, your company — and its reputation — cannot afford to be left behind.
WHY EXECUTIVES CAN’T IGNORE SOCIAL
MEDIA ANYMORE.
Did you know there are as few as 5.6% of Fortune 500
CEOs on Twitter? Additionally, a whopping 68% of
Fortune 500 CEOs don’t have any social presence
The current age of hyper transparency requires more public presence of corporate managers. In today’s business world, some of the most valued behaviours include taking part in events, being accessible to the media and available in social networks, sharing new insights and trends, playing a visible role in society or featuring on the corporate video channel.
This document includes detailed percentages about different aspects that show the interdependence between CEO reputation, company reputation, and market value and it’s based on the research The CEO Reputation Premium: Gaining Advantage in the Engagement Era, carried out by Weber Shandwick, in partnership with KRC Research, who sought to quantify the value of CEO reputation and measure the importance of CEO engagement. They conducted a survey of more than 1 700 executives that worked in companies with revenues of $500 million or more and represented 19 countries around the world.
Besides, it explains what CEO’s attitudes are more valued, what activities CEOs should do and what are the core competences for a CEO to Gain a Good Reputation.
It also talks about the perceptions of the highest executive power depending on gender. However, apart from these small differences, the reputations of male and female CEOs contribute approximately the same levels to the market value of their firms.
It ends up with some suggestions to maximize CEO's public presence and benefit corporate reputation.
Document written by Corporate Excellence – Centre for Reputation Leadership, quoting the research The CEO Reputation Premium: Gaining Advantage in the Engagement Era prepared by Weber Shandwick in collaboration with KRC Research in in 19 countries around the world from surveys of more than 1 700 executives of companies invoicing 500 million USD or more and released on March 2015.
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
This report provides a look at those organizations that recognize and benefit from what can be achieved when social technologies are paired with the new ways of working they enable. That paired approach delivers shared value; generating complex business outcomes for the organization while making employee work experience easier and more fulfilling.
Findings from the 2014 MIT Sloan Management Review and Deloitte global survey on social business point to a clear relationship between the social business maturity of a company and the value created from the use of social media. Discover 3 primary drivers companies can pursue to increase their social business maturity and, subsequently, value from social business.
Download a copy of the 2014 Social Business Study here: http://deloi.tt/2wgcaK2
Defense contractor CEOs who are active on social media can raise and shape their company’s profile, motivate employees, recruit top talent and build greater trust.
The New Leadership Playbook for the Digital AgeCognizant
Executives around the world are out of touch with what it will take to win, and to lead, in the digital economy. Digitalization, upstart competitors, the need for breakneck speed and agility, and an increasingly diverse and demanding workforce require more from leaders than what most can offer.
The Human Factor: Debunking The Myth That Technology Drives CollaborationC5 Insight
At the end of the day, people have always been what determines if a business succeeds or fails. They are the ones who work hard and achieve objectives, most often using tools in which their organization has invested. With the proliferation of and advances in technology such as SharePoint, Yammer, Delve, Office Groups, and Office Graph, why are 60-80% of organizations still struggling to achieve collaboration nirvana?
This 60-minute session will answer this question and more, spending time discussing how people, and not technology, lie at the heart of successful collaboration projects. In fact, in its most basic form, collaboration means "To work with another person", and this session will extract and explain the most common human factors that are present in every collaboration initiative, and how slight changes in your approach to people can lead to enhanced user adoption, improved employee engagement, and lasting ROI.
Organizations have invested years in shaping up the leadership behaviors and in building a culture of high performance and a committed workforce. All of this is at stake today, owing to the ongoing pandemic – one of the biggest health crises ever – Covid19, pushing every organization to think differently about their leader behaviors to build a resilient organization, and a thriving culture.
Growing Your Manufacturing Business with Modern Marketing and SalesARTILLERY LLC
Webinar slides and script for presentation to members of the American Ceramics Society on November 20, 2019. Recorded version can be watched at http://bit.ly/2XQBvsC
7 Concepts from 200 Marketing & Sales Books Every Marketer Needs to KnowARTILLERY LLC
Presentation made by Douglas Burdett to American Marketing Association Triangle Chapter, Raleigh NC on October 18, 2018 in celebration of the first 200 episodes of The Marketing Book Podcast.
7 Concepts from Over 100 Marketing & Sales Books Every Marketer Should KnowARTILLERY LLC
Presentation made to the Triangle Marketing Club, Raleigh NC, February 28, 2017. Promotional video for the talk: https://www.youtube.com/watch?v=3t_emYGC7VM
Presentation by Douglas Burdett about how to use podcasts to market and grow your business to the Richmond Virginia American Marketing Association on June 7, 2016
Presentation on podcasting as a content marketing tactic given to the Hampton Roads American Marketing Association on January 14, 2016 at the Hampton Yacht Club by Douglas Burdett
Marketing to the Government: 9 Things Contractors Must DoARTILLERY LLC
Slides from the 3/27/14 Veteran's Business Conference Workshop
Marketing to the Government: Marketing (and selling) to the government can be a tough venture if you don’t know how to approach federal agencies and present your product. This workshop will help you establish your company’s value proposition; and highlight effective marketing tools and sales techniques for closing the deal with the government. Panel speakers include Douglas Burdett (Artillery Marketing Communications) and Mark Amtower (Government Market Master and author of Selling to the Government).
Moving the Light Out from Under the BushelARTILLERY LLC
A presentation on church marketing and social media by Douglas Burdett to the Vestry of Christ and Saint Luke's Episcopal Church, Norfolk, VA, 2 February 2013
Navigating the Social Network: The Air Force Guide to Effective Social Media UseARTILLERY LLC
"The Air Force Guide to Effective Social Media Use,” step-by-step guidance to help all Airmen safely and wisely use social media to help share the Air Force story.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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2. “ 2013 will bring a greater focus on social reputation, be it for companies or CEOs.
Companies that are truly social and engage their employees and customers in
genuine conversation will be recognized as the new corporate leaders. CEOs who
are social will be the next new thing.”
Leslie Gaines-Ross
Chief Reputation Strategist, Weber Shandwick
Introduction
Social CEOs are gaining traction. Weber Shandwick’s 2012 audit of the online
engagement activities of the world’s top CEOs (Socializing Your CEO II) found
that CEO sociability increased from 36% to 66% between 2010 and 2012.
Rising interest in measuring CEOs’ usage of social media prompted Weber Shandwick to recognize that the time
had come to ask executives what they think about CEOs entering social waters. What do business executives
report as the business and reputational upsides and downsides of online engagement? With partner KRC Research,
Weber Shandwick surveyed 630 professionals — managers on up to the C-suite, excluding CEOs — about the social
participation of CEOs. Respondents worked in companies with revenues of $500 million or more and represented 10
countries across North America, Europe, Latin America and Asia Pacific. Respondents included those from developed
and emerging markets and a variety of industries.
Our online survey, “The Social CEO: Executives Tell All,” defined social media participation as “posting messages,
videos, pictures, etc. on a social media site.” Throughout this report, executives are described as having a social
CEO — those with CEOs who participate in social media — or an unsocial CEO. There is also a middle ground of
CEOs that do not participate in external social media but are social internally and/or use their company website
to engage publicly.
The extensive findings generated by the study revealed 9 Insights of CEO Sociability. We also provide a guide to CEO
sociability by revealing 7 Habits of Highly Social CEOs to inspire CEOs and the executives who work with them to
become more social and enjoy the rewards of more effective CEO engagement.
Because of the great expense and difficulty in surveying CEOs directly, it is nearly impossible for most surveys today
to capture the true measure of CEO sociability. Yet, this research — among those closest to CEOs — reveals how
the CEO sociability continuum has already started internally, has moved progressively to corporate websites and
YouTube, and, in time, is expected to shift to social networks. Now that we have a better portrait from executives on
how CEOs are engaging socially, we can better measure how far CEOs have come and how far they have to go.
Weber Shandwick // The Social CEO: Executives Tell All // Page 2
3. Our study finds that many CEOs who don’t
participate in social media are actually
communicating with employees through
company intranets (50%) and making
themselves visible to external constituents
on their company websites (62%). We find
that CEOs are finding ways to be social
without being active on Facebook, Twitter
and LinkedIn.
For this reason, Weber Shandwick believes
that the definition of “social” needs to be
better clarified in business circles. For CEOs
to be effective storytellers, they need to
strategically select all those digital tools
that will advance their business — ranging
from their company’s own intranet and
website to social network pages and feeds
to video and image sharing platforms. Not all
kinds of content can be effectively served
on any one particular medium, nor are all
parts of the world at the same level of social
advancement. Social cannot realistically be
limited to just social network pages or feeds.
For some companies, being a social CEO
might just start and stay at being online at
home. CEOs have a variety of engagement
means at hand that will allow them to
get their messages across without being
pressured to be social pied pipers.
“ We are noticing an increasing number of CEOs who choose to extend their spokesperson-in-chief
role through their company’s pages and intranets. These CEOs are featured in company-produced
digital content, enabling story packages to be more easily shared through their company’s networks.
CEOs understand they must be a leading voice with those who follow their company pages, without
necessarily amassing and engaging a network of followers on personal social network pages.”
Chris Perry
Global President, Digital Communications, Weber Shandwick
Percent of executives
with unsocial CEOs but . . .
62% 5
CEO posts to
company website co
Time for a fresh perspective on
CEO sociability: Unsocial doesn’t
mean anti-social
Let’s be realistic: a personal Facebook profile, Twitter
handle and YouTube channel may not be an attractive or
feasible engagement tactic for every CEO.
62% 50%
CEO posts to
company website
CEO posts to
company intranet
Weber Shandwick // The Social CEO: Executives Tell All // Page 3
4. Top 5 benefits of each engagement platform
When looking at the perceived benefits of each engagement channel — company intranets, company websites and social
media — survey respondents revealed that all share common purposes but each also has its own distinctive purpose and merits.
Integrated properly, they can accelerate and deepen the impact of a CEO’s communications strategy:
Company Intranet Company Website Social Media
1 Good way to share news and
information (90%)
Good way to share news and
information about our company (87%)
Good way to share news and
information (80%)
2 Good way for CEO to communicate with
employees (82%)
Gives company a human face or
personality (76%)
Positive impact on company’s
reputation (78%)
3 Gives company a human face or
personality (73%)
Positive impact on our company’s
reputation (67%)
Shows innovation (76%)
4 Good use of CEO’s time (66%) Good use of our CEO’s time (59%)
Gives company a human face or
personality (75%)
Good way for CEO to communicate with
employees (75%)
Helps CEO build relationships with
news media (75%)
5
Gives employees chance to
communicate with CEO (57%)
Enhances credibility in the market
(57%)
Gives employees chance to
communicate with CEO (73%)
Makes company more attractive place
to work (57%)
Social Media
Demonstrates innovativeness
and helps build CEO/media
relationships
Unique to platform’s top 5 benefits
Company Website
Enhances the credibility of
the company
Company Intranet
Improves the reputation
of the workplace
Weber Shandwick // The Social CEO: Executives Tell All // Page 4
6. 9 insights of CEO sociability
CEO social engagement is inevitable
“
Successful leaders will
no longer be measured just
by stock price. Managing
and communicating with
shareholders, employees,
government, community,
customers will be table stakes
in the future. They are talking
about your business anyway.
Why not be included in the
conversation?
”Peter Aceto
CEO, ING DIRECT Canada,
Forbes.com
Senior executives from around the globe envision big leaps in CEO sociability in their
respective industries, projecting a 50% growth rate over the course of the next five
years. Executives in financial services and business services expect the highest rate
of CEO sociability growth over the next five years.
Percent of CEOs in executive’s industry who
participate in social media
Estimate of today vs. five years from now (average)
TODAY FIVE YEARS FROM NOW
42%
63%
1
+50%INCREASE
Weber Shandwick // The Social CEO: Executives Tell All // Page 6
7. How CEO’s social media participation makes executives feel (among executives
with social CEOs)
Inspired
52% 46%
Technologically
advanced
Proud
41%
Amused
30%
6%
Embarrassed
6%
Nervous None of these
9%
Employees want their CEOs to be social
Why do employees favor CEO sociability?
According to our survey…
» Employees, themselves, are sociable.
Nearly nine in 10 global executives in
our study (89%) have a personal social
media account and six in 10 say that
other executives in the firm (60%) use
social media as part of their jobs. It
is not surprising then that they want
to see their CEOs using the same
communications channels they use:
Among executives with social CEOs,
approximately seven in 10 (69%) would
like to see their CEOs participate even
more frequently.
» CEO sociability instills positive feelings.
Executives with social CEOs say their
CEO’s social media presence makes them
feel inspired (52%), technologically
advanced (46%) and proud (41%).
Very few are nervous or embarrassed
(6%). In fact, the majority (73%) even
search to see what their CEOs are saying
in social media.
» Social CEOs are better leaders. Among
a list of nine leadership attributes,
social CEOs get better grades than
unsocial CEOs on eight attributes,
and some significantly better. Social
CEOs are much more likely to be seen
as good communicators than unsocial
CEOs (55% vs. 38%, respectively). With
fewer than half of all global executives
(47%) describing their CEO as a good
communicator, sociability helps change
this perception. Only one quality,
competitiveness, is more likely to be
used to describe unsocial CEOs.
2
The majority of global executives (76%) believe that it is a good idea for CEOs to be social,
whether that extends externally or internally. Not surprisingly, executives with CEOs who
participate in social media, post on their company intranets, or post on their websites are driving
this favorability measure, while those with non-participatory CEOs remain non-believers.
Weber Shandwick // The Social CEO: Executives Tell All // Page 7
8. Which of the following words and phrases describe your company’s CEO?
0 10 20 30 40 50 60 70 80
Forward-looking
Effective
A good communicator
Competitive
Open and accessible
In-touch
A good listener
Inspiring
Technologically savvy
61%
58%
50%
48%
55%
38%
37%
37%
37%
37%
31%
29%
26%
35%
27%
48%
48%
43%
Executives with Social CEOs Executives with Unsocial CEOs Significantly higher than other sub-group
Weber Shandwick // The Social CEO: Executives Tell All // Page 8
9. Is a good way of sharing news and information about
our company (80%)
Has a positive impact on our company’s reputation (78%)
Shows that our company is innovative (76%)
Gives our company a human face or personality (75%)
Is a good way for our CEO to communicate with
employees (75%)
Helps our CEO build good relationships with the
news media (75%)
Gives more employees the chance to communicate
directly with the CEO (73%)
Helps our CEO understand/stay in-touch with what is
happening inside the company (72%)
Has a positive impact on business results (70%)
Makes our company a more attractive place to work (69%)
Enhances our credibility in the market (69%)
Is a good use of our CEO’s time (67%)
Helps us find and attract new customers (64%)
Gives our company a competitive edge (64%)
Makes our CEO more effective in managing crises (61%)
The top-ranked benefit of CEOs’
sociability, according to 80% of
executives whose CEOs are social, is
as a means to share company news and
information. Since engaging employees
is critical to aligning day to day decision-
making with company strategy, social
CEOs may be doing double duty by arming
employees with news they can use to help
spread positive word of mouth, defend
the company if it is at risk and strengthen
retention. Other important advantages are:
» Improve company reputation.
Reputation is a vital source of company
value and should be emphasized as
a reason to socialize CEOs. Previous
Weber Shandwick research, The
Company behind the Brand: In
Reputation We Trust, found that, on
average, 60% of a firm’s market value is
attributable to its reputation.
While the majority of companies
in all regions and of all types enjoy
reputational payoffs from their CEO’s
sociability, those executives who say
they benefit most in terms of reputation
are from emerging Asia Pacific markets,
business services firms and those whose
primary customers are the government.
» Demonstrate company innovation,
“humanize” the company, improve
employee communications and build
media relations.
» Improve business results. CEO
sociability has the greatest business
impact on companies in emerging Asia
Pacific markets, Latin America and in
the industrial, business services and
consumer brand sectors.
To our surprise, executives are
least likely to recognize that crisis
management is an upshot of CEO
sociability. The Rising CCO IV study
released in 2012 by Weber Shandwick
and Spencer Stuart found that social
media can help resolve a crisis. With
the majority of chief communications
officers reporting that their CEO
played an active role in resolving a
company crisis, social media is a tool
not to be overlooked when reputation
is at stake. Companies with social
CEOs may be missing an important
opportunity to build their CEO’s
reputation and credibility through the
rapid response availability of social
media when crisis strikes.
CEO sociability yields multiple dividends —
internal and external3
Benefits of CEO’s participation in social media (among executives with social CEOs)
Weber Shandwick // The Social CEO: Executives Tell All // Page 9
10. How blogging enhances reputation
To identify the distinct benefits to company reputation of CEO blogging — whether that is blogging internally or externally —
we analyzed those executives whose CEOs are generally social, that is use any social media channel, and compared them to
those who specifically blog. CEO bloggers often say that blogs help them crystallize their thoughts.
Benefits of CEO participation in social media
CEO sociability has a positive impact on factors that drive company reputation. The impact is magnified when the CEO blogs.
0 10 20 30 40 50 60 70 80 90 100
Shows innovation
Helps CEO build good relationships with the media
Gives company a human face or personality
Has a positive impact on business results
Makes company more attractive place to work
Enhances credibility in the market
Gives company a competitive edge
Makes CEO more effective in managing crisis
76%
75%
75%
70%
69%
69%
64%
61%
85%
84%
80%
76%
76%
74%
72%
72%
Executives with social CEOs (using any social media channel)Executives with blogging CEOs
Audiences for CEO’s social media postings
CEO blogging reaches external stakeholder groups better than other kinds of sociability. Although one of the prime
purposes of CEO blogs is to reach employees as well as customers, CEO blogging seems to have greater impact
on external audiences.
0 10 20 30 40 50 60 70 80 90 100
Current employees
Customers
Investors
General public
News media
Industry peers
Prospective employees
71% 75%
64%
51% 62%
48% 56%
44% 51%
33% 40%
32% 33%
74%
Executives with social CEOs (using any social media channel)Executives with blogging CEOs
Weber Shandwick // The Social CEO: Executives Tell All // Page 10
11. Executives with social CEOs consider social comments from
CEOs to be either more believable than comments in the
traditional news media or equally as believable.
Which is more credible and believable? (among executives
with social CEOs)
32%
24%
38%
3% 4%
CEO comments
posted in
social media
CEO comments quoted by news media
Both social
media
comments and
news media
comments
equally
NeitherNot sure
Social media gives traditional
media an assist4
Barely one-quarter of these senior executives believes that CEO comments quoted by the
news media alone are more credible. This suggests that CEO communications today are
enhanced by a social element that is strategically integrated with traditional media.
Weber Shandwick // The Social CEO: Executives Tell All // Page 11
12. Social participation is the great democratizer. It allows CEOs
to communicate with multiple sets of stakeholders.
Executives with social CEOs believe that the top recipients of their CEO’s social
communications are company employees (71%) followed by customers (64%).
Yet executives frequently cite other audiences including investors, the general public
and the news media, demonstrating that CEOs’ social outreach casts a wide net.
Now that the Securities and Exchange Commission (SEC) has allowed companies in the
U.S. to distribute financial information via social media, with the proper notifications,
investors may become an even more likely target audience for social CEOs.
0 10 20 30 40 50 60 70 80
CEO’s intended audiences for social media communications (among executives
with social CEOs)
Company employees
Customers
Investors
General public
News media
Others in the same industry
Prospective employees
Don’t know
71%
64%
51%
48%
44%
33%
32%
1%
CEO sociability maximizes stakeholder reach5
“
The emphasis on employees
as an intended audience
for CEO sociability should
not be underestimated or
overlooked — the presence of
loyal, productive and satisfied
employees is rising on many
CEO agendas as the key to
enduring success.
”Leslie Gaines-Ross
Chief Reputation Strategist,
Weber Shandwick
Weber Shandwick // The Social CEO: Executives Tell All // Page 12
13. 0 5 10 15 20 25 30 35
Our new survey shows that no single
reason for non-participation stands out.
However, when the reasons are grouped
into those that are CEO-related (e.g., CEO
sees no measurable return on investment),
we see that more than one-half (55%)
of executives believe the barriers derive
directly from the CEO himself/herself. This
is not to say it is entirely the CEO’s fault
but executives’ perceptions indicate that
resistance to social media participation
starts at the top.
Top reasons given by executives for CEOs
not participating in social media are that
it is unusual for their industry or region
(35%), there is no proof that it returns
value (34%), there is no demand (34%) and
it is too risky (32%). Interestingly, barriers
such as legal obstruction (20%) and
industry regulation (13%) are not raised as
often as other obstacles.
The research reveals that executives
located in Asia Pacific and Latin America
are the most likely to cite CEO-sourced
barriers to sociability (62% and 80%,
respectively).
Reasons CEO does not participate in social media (among executives with
unsocial CEOs)
It’s not typical for our region or industry
CEO does not have the time
CEO does not know how to use social media
There is no demand for CEO to do so
We are not a very transparent/open company
CEO travels too much
CEO sees no measurable return on investment
CEO thinks social media is for young people
Too much industry regulation
It’s too risky
Our legal counsel discourages the use of social media
Other executives participate in social media on
behalf of the CEO
None of the above
35%
34%
34%
32%
27%
25%
23%
20%
18%
13%
11%
7%
8%
Resistance to CEO sociability starts with the CEO6
In studying CEO sociability over the past several years and working closely with clients to
socialize their CEOs and other senior executives, Weber Shandwick has encountered a variety
of challenges to getting CEOs engaged in social conversation.
CEO-driven reasons (net) = 55%
Weber Shandwick // The Social CEO: Executives Tell All // Page 13
14. CEO sociability is inherently risky7
One Fortune 500 company CEO believes that the real risk
is in not using social media. By not being a social CEO,
he argues, a CEO runs the risk of not getting his or her
message out. “Your message is getting lost or not heard
if you aren’t doing it. So the null set would be… what
happens if you don’t?” Besides, all change begets risks.
Another Fortune 500 CEO points out that a similar
concern was undoubtedly raised when the telephone
replaced the telegraph as the main source of
communication. “There are risks and concerns with all
kinds of things that you do as CEO. You just focus on the
positives and you manage whatever the risks might be.
After all, isn’t it the job of CEOs to manage risk?” If social
networking is here to stay, the CEO’s responsibility is
to figure out how to use it in a way that minimizes its
downside and maximizes its upside.
Insights from CEOs themselves…
Not surprisingly, the level of risk perceived by executives with unsocial CEOs is high
and certainly a factor that turns CEOs off to social media engagement. Exactly two-
thirds of executives with unsocial CEOs (66%) believe that it is very or somewhat
risky for CEOs to participate in social media. While these executives are significantly
more likely to perceive risk in sociability than those executives with social CEOs,
approximately half of their counterparts (49%) acknowledge risk suggesting that it is
not an unfounded fear.
Both executives with social and unsocial CEOs are mindful of
the risks inherent in their CEOs using social media.
Weber Shandwick // The Social CEO: Executives Tell All // Page 14
15. Level of risk of CEOs participating in social media today
Not too risky
Not at
all risky
Not sure
16% 50% 26% 7%
1%
Executives with social CEOs
Executives with unsocial CEOs
Very
risky
Somewhat risky Not too risky
Not at
all risky
Not sure
8% 41% 40% 7%
4%
Risky 49%
While CEOs may consider their lack of social participation a
sensible precaution given the perceived risks, the downside
is that their company misses out on a powerful way to engage
stakeholders and reach people where they are listening.
How companies learn to manage this inherent risk should be a
company imperative. Organizations of all types should have plans
in place to deal with social media threats to their reputations.
At the very least, CEOs who participate in social media should
not only comply with their companies’ social media guidelines and
policies, but also understand the unique risks and pitfalls specific
to their role as head of the company. There is much additional
risk for a CEO to use social than any other employee, with
repercussions that have reputational and financial implications.
CEOs need additional training and guidelines before they start
socializing. They should also make sure that their boards are
aware of this CEO activity. Since relatively few executives
with unsocial CEOs cite discouragement by legal counsel as a
barrier to sociability (20%), risk may be considered more of a
reputational nature than legal.
The good news is that risk is projected to diminish with time.
Nearly six in 10 global executives (56%) consider a CEO’s
participation in social media to be very or somewhat risky today,
but fewer see the same level of risk five years from now (45%).
Very risky Somewhat risky
Risky 66%
Significantly higher than other sub-group
Weber Shandwick // The Social CEO: Executives Tell All // Page 15
16. Both social and unsocial CEOs have communications styles that are characterized by their executives as mainly open, honest
and respectful. Yet, social CEOs are rated significantly higher on these qualities compared to unsocial CEOs. They are also
more likely to be seen as friendly, spontaneous and personal than unsocial CEOs. Generally, executives with social CEOs are
significantly more likely to use positive words while executives with unsocial CEOs are significantly more likely to use negative
words to describe their leaders’ communications tone.
Sociability drives CEO likes
How executives describe their CEO’s communications style
Significantly higher than other sub-group
What is the
most telling
difference between
communications
from a social CEO
and an unsocial CEO?
The focus on people
(social) vs. numbers
(unsocial).
Closed and misleading
Open & honest
Everyday language
Spontaneous
Corporate language
Distant
Respectful
People-focused
Personal
Informal
Condescending
Friendly
Numbers-focused
Scripted
Formal
Impersonal
Executives with
social CEOs
Executives with
unsocial CEOs
86% (#1)
64%
36%
86%(#1)
50%
32%
84% (#2)
64%
27%
73%(#3)
36%
16%
68%
50%
14%
14%
77%(#1)
76%(#2)
61%(#3)
59%
40%
45%
39%
58%
53%
47%
42%
55%
60%
41%
24%
23%
Weber Shandwick // The Social CEO: Executives Tell All // Page 16
17. Even if a CEO is not actively posting on social media,
monitoring what is said by customers, investors, competitors,
employees and other stakeholders is critical.
Compared to unsociable CEOs, social CEOs are significantly more likely to be considered
good listeners by the executives who work for them.
However there is more interest in listening than in participating among unsocial CEOs.
Slightly more than one-quarter of executives with unsocial CEOs (27%) report that their
CEOs scan or monitor what is said in social media, suggesting they see some value in the
medium. CEOs can gain more timely insights by hearing unvarnished opinion.
Percent of executives who say their CEO is a
good listener
Executives with
unsocial CEOs
29%
Listening is social, too
8
Executives with social CEOs
37%
Significantly higher than other sub-group
Weber Shandwick // The Social CEO: Executives Tell All // Page 17
19. The difference between advantages realized during social tenure
may be a function of expectations vs. experiences. CEOs may
have been enticed to enter the social waters with the intent of
efficiently disseminating company news, but over time he or she
comes to realize that reputation is lifted by social participation.
CEOs’ social postings become more frequent over time.
Longer socially-tenured CEOs are significantly more likely than
shorter socially-tenured CEOs to post at least weekly. This
is probably driven by increased comfort level in using social
media and communications in general but is also a response to
witnessing the payoffs for the company.
CEOs need to be patient when embarking on a path to sociability.
It will take some time for them to hit their stride. In a report to
be subsequently released, Weber Shandwick will reveal how CEO
sociability evolves over a CEO’s tenure.
CEO social posting frequency by CEO’s social tenure (among executives
with social CEOs)
LESS THAN 3 YEARS 3 YEARS OR MORE
1-2 times/week 1-2 times/month Less than once a month
Significantly higher than other sub-group
18%
46%
31%
47%
36%
14%
Weber Shandwick // The Social CEO: Executives Tell All // Page 19
20. “
CEOs respond differently to the
idea of communicating through
social media, but the intrinsic value
of sociability should not be ignored.
The business environment has been
changed and business practices are
surfaced by the technology available.
Take it or leave it, but it has created
a significant difference today.
”Fortune 500 Chief Communications
Officer, China
Weber Shandwick // The Social CEO: Executives Tell All // Page 20
21. 1. Highly Social CEOs use a more expansive set of social tools
Highly Social CEOs over-index on usage of every social media channel. These CEOs realize that sociability goes beyond
dropping messages into a Twitter feed. World class sociability requires a strategically-crafted plan for driving the company’s
content across several channels.
2. Highly Social CEOs own a blog
Highly Social CEOs are not much more likely than overall CEOs to post to blogs (49% vs. 45%, respectively). However, among
those who do blog, Highly Social CEOs are much more likely to have their own blogs (92% vs. 82%, respectively, among
CEO blog posters). These CEOs see the value in long-form, original content and communications as a way of giving their
perspectives context, meaning and depth.
The seven habits of Highly Social CEOs
More than one-third (36%) of executives in our study who have social CEOs report that their CEO participates in social media at
least once per week. We examined these exceptionally active CEOs relative to all social CEOs to develop a profile and model of
the “highly social” CEOs in the world.
0 20 40 60 80 10010 30 50 70 90
56%
36%
27%
24%
17%
2%
45%
25%
9%
9%
6%
3%
67%
51%
34%
39%
27%
5%
49%
29%
19%
14%
14%
5%
All Social CEOsHighly Social CEOs
Orkut (Brazil)
LinkedIn
Instagram
Facebook
Blogs
Google+
YouKu (China)
Twitter
YouTube
Pinterest
Weibo (China)
Flickr
Where social CEOs post
For CEOs who are less comfortable, who are not
ready or whose companies or cultures are not social
media-developed, they can still have a presence on
their company’s newsroom or publishing channel
and thereby be a socially engaging CEO.
Weber Shandwick’s content marketing unit,
Mediaco, focuses on providing a global solution for
brands and their leaders to adopt a media mindset
through creating their own content, publishing it
and managing the distribution of it through all of
the social channels. It allows companies to be their
own publishers and the “masters” of their brand and
leader stories.
Weber Shandwick // The Social CEO: Executives Tell All // Page 21
22. 3. Highly Social CEOs leverage the company website
Nearly every Highly Social CEO posts to his or her company’s website — 93%, according to executives surveyed.These leaders
realize that the website remains “digital ground zero” for anyone seeking information about a company and its leadership and offers a
platform for content to be delivered in multiple formats — video messages, photos, etc.
4. Highly Social CEOs self-author
Highly Social CEOs are much more likely than the average social CEO to write their own posts (63% vs. 45%, respectively). Highly
Social CEOs are such frequent posters that they have probably determined that it is more efficient to do it themselves and are
comfortable enough doing so. Weber Shandwick does not advocate using a ghostwriter as a substitute for the CEO’s own perspectives
and words. However, under some circumstances, such as summarizing a speech given by the CEO, it is acceptable. As one CEO in China
said, he writes himself because he is the “soul of the company.”
5. Highly Social CEOs are forward-looking
Not all executives believe that their CEOs are thinking beyond the next quarter. Highly Social CEOs, however, are more likely to be
perceived as forward-looking than the average social CEO (68% vs. 61%, respectively). These Highly Social CEOs may intuitively
understand that technology and social media are the future of content distribution and they do not want to miss out on this
communications revolution that has only just begun.
6. Highly Social CEOs are spontaneous yet not too informal
Executives were asked to describe the tone of their CEOs’ communications style. The widest gaps between Highly Social CEOs and
the average social CEO were for “spontaneous” (78% vs. 73%, respectively) and “formal” (70% vs. 64%). These socially adept CEOs
are able to maintain the formality of their office but let stakeholders know that they can react quickly and seize opportunity.
7. Highly Social CEOs engage a wider variety of external stakeholders
Highly Social CEOs are much more likely than overall social CEOs to target external audiences with their social activities, especially
their industry peers but others as well — investors, media and prospective employees. These CEOs see the value in sociability and
use it to their companies’ advantages.
Intended audiences for social communications
0 10 20 30 40 50 60 70 80 90 100
Current employees
Customers
Investors
General public
News media
Industry peers
Prospective employees
71% 71%
64%
51% 60%
48% 51%
44% 56%
33% 49%
32% 39%
69%
All social CEOsHighly social CEOs
Weber Shandwick // The Social CEO: Executives Tell All // Page 22
23. For more information about The Social CEO:
Executives Tell All, please contact:
ThoughtLeadership@webershandwick.com
Leslie Gaines-Ross
Chief Reputation Strategist
Weber Shandwick
lgaines-ross@webershandwick.com
Chris Perry
Global President, Digital Communications
Weber Shandwick
cperry@webershandwick.com
James Warren
Chief Creative Officer, Digital
Weber Shandwick
jwarren@webershandwick.com
Jon Wade
Head of Digital, Asia Pacific
Weber Shandwick
jwade@webershandwick.com
Bradley Honan
CEO
KRC Research
bhonan@krcresearch.com
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