More and more CEOs are delegating their tweeting and other postings to staff.
“That’s the worst way to do it,” says Paul Argenti, a professor of corporate communications at Dartmouth’s Tuck School of Business. When times get tough, a CEO needs reinforcements—and you’ve got to know who to call, quick.
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There are employees, customers, investors, analysts, activists, regulators, and, of course, the media to please. While support staffs and functions vary widely at each company, most modern-day CEOs have a compendium of image experts at their disposal.
“Ninety-five percent of the activity I see is really bad blog posts.”It may sound quaint in the age of Twitter, but execs still need to stand at a podium now and then. For that reason, companies form relationships with firms that specialize in damage control.
Whether addressing employees or the Economic Club of Chicago, the trick, says Selim Bingol, an ex-SVP of communications at GM , is to channel the way the CEO talks and thinks. Especially hot these days: firms that handle activist investors.
Some 40% of communications chiefs (who often get a C-suite title: CCO) now report directly to the CEO, with many melding roles in marketing, investor relations, and government affairs. department employs 24, though the size can range from three to 600. Sometimes even a robust communications staff is not enough: There are times—as when launching a new product or making an acquisition—when top executives need an outside perspective.
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