The UK has, particularly over the last six weeks, been exposed to a multitude of individuals each vying to outline in their own words (or voice) why they should be our locally elected leader.
But it has not only been what they have said verbally that impacted if they did (or did not) secure an X next to their name on an electoral voting form, it was as much how they acted.
In business, it is the same; words speak as loudly as action.
However, for some, figuring out what that looks like can feel overwhelming and perhaps even feel a little awkward.
No matter how qualified and knowledgeable; put a real or imaginary microphone in front of them and ask them their perspective on a topic and they draw a blank.
But data suggests that those leaders who are visible could benefit their organisation’s bottom line; insight from a global PR agency, Golin, recently found from analysis of 250 CEOs of the Fortune 500 that there was a clear link between exec visibility and business performance.
So, it’s a no-brainer… senior leaders must put themselves out there.
Front and centre or in the shadows?
Leaders – particularly those leading a business – are assumed to be prepared to be pushed into the spotlight when they take on a senior role.
But not everyone is automatically ready to give them the old razzle, dazzle; they might feel more comfortable leading behind a closed door – albeit bloody well.
That recognition in itself is authentic.
After all, not everyone in life is an extrovert, and neither should we all be (particularly all the time). Even those who might feel comfortable in the spotlight may require guidance on how to express their opinions.
But when it comes to external communications – particularly in the thought leadership space – it is important to start from where feels most natural.
It starts with what you want to talk about.
That could be in discussing your journey to leadership, the challenges clients or customers are facing, topics you might feel passionate about such as parenting in a time of leadership, or neurodiversity…. The list goes on.
Building your platform
Once you’ve pinned down a topic important to you, the next step is to build out your perspective – being clear on the point of differentiation. Adding anecdotes and opinions is important so that external audiences, stakeholders and even your broader team associate you with the topic and know what your stance is.
This is where brain dumping can be your friend.
Either on your own or with someone on the marketing team, plot out every possible angle or viewpoint you have on the topic. For the most part, many of these will not make the cut, but for those with the germ of an idea, that’s where the good stuff happens to build it out.
It’s important to keep in mind that your perspective could directly impact the share price if you are a listed company. But even if you are not, company reputation could be impacted – so even if you feel something particularly strongly, consider what the output could be.
That’s not to say you will be unable to be strong in your convictions and beliefs – more so that there is a right path to take and a tone where you can discuss areas of personal favour without breaking the bottom line.
It should also be a topic that will align or benefit the business (i.e. championing the next generation of talent with a link to your employer brand). Creating a parallel link to the business will strengthen your platform and benefit your and your company’s profile.
Leaning on others
In the tech sector, you can turn the dial on the level of technical topics you touch on. Some leaders who don’t hold technical roles can feel uncomfortable in being seen to be talking about related subjects – just in case they are unable to answer a follow-up question.
This is where you can share the load (see it as delegation) and champion others in the business to share their expertise and knowledge. Being a thought leader doesn’t just need to lie on the shoulders of one person.
By sharing that responsibility, you not only empower those with compelling opinions to share their thoughts on behalf of the company but also help to create a rich tapestry of messages that add to the value of your organisation.
Make sure that those who do offer (or are nominated) to become subject matter experts are clear on the responsibility that it brings and that, ultimately, they are speaking on behalf of the company.
Taking authentic action
Once all that is done, it is time to act and build on what you say.
If you have followed other content we have shared, it takes seven interactions with a message for audiences to engage with it or the company. This is the same with exec messaging – reinforcing and amplifying your platform in a few ways can and will be how you build the foundations of what you want to say.
As you do so, walk the walk. If you are championing the next generation, create opportunities for them or invest your time in working with organisations that do. If you are seeking to ensure more equality and diversity in the tech sector, make sure that your company has programmes in place to do this.
One misstep or a lack of appearance on practicing what is being preached and anything that's been said before will be completely watered down.
For leaders ready to take the step to be more visible, use that opportunity to refine what you say, how you say it and who you say it to. Most importantly though, act authentically and practice what you preach – make sure those words and actions align.
Could you benefit from a little help in refining your authentic message and platform? If so, drop us a line and let’s chat about how brass neck might be able to get you on track. You can reach us at: hello@brassneckhq.com
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