Clear voice Executives’ use of social media can be a boon for business, if done correctly It was by no means the worst Tweet ever tweeted (that would be a very high – or low – bar indeed), but it was certainly one of the most expensive. On a random Tuesday in August 2018, Elon Musk posted, ‘am considering taking Tesla private at $420. Funding secured’. Those last two words resulted in Musk having to forfeit his position as Tesla’s executive chairman and pay millions of dollars in fines and legal fees. Financial journalists and PR experts would have watched the episode play out with their collective heads in their hands. ‘That kind of scenario is a nightmare for internal and external stakeholders and by extension regulators,’ says Marc Ashton, founder of advisory group Decusatio. But, he argues, the solution is not to treat C-suite execs like naughty tweens, confiscating their phones and banning them from posting on social media. Quite the opposite. ‘I would argue that many of the executives have been too conservative around finding their voices – and that is a bigger risk.’ Ashton points to FTI Consulting’s recent Leading from the Front report, which found that only 37% of JSE Top 100 CEOs are actively posting on LinkedIn. The same report found that leadership content – that is, Twitter posts, LinkedIn articles and the like – generates double the comments and double the engagement of company LinkedIn pages. A business leader who is active on social media can be a tremendous asset to a listed company. They just have to do it right. ‘When one finds a voice, others follow,’ says Ashton. ‘People like [Business Leadership South Africa COO] Busisiwe Mavuso and [BSG executive chairperson] Mteto Nyati are good examples of leaders who have used social media to engage government and policymakers. They’ve really worked hard to soften some of the “us and them” narrative between the public and private sectors.’ Brittany Herd is the communications lead for Investec South Africa. She believes that authenticity and consistency are key when it comes to leaders using social media. ‘We encourage our Investec leaders to use platforms that they are comfortable with and willing to invest time and effort into,’ she says. ‘Investec is a brand that prides itself on a “high touch” approach to client service and stakeholder engagement. Social media gives us an opportunity to showcase not only the brilliant minds of our leaders, but their hearts too. The value of human connection shouldn’t be underestimated, especially in this digital age. In our experience, posts by individuals drive a higher level of authentic engagement when compared to similar ones by corporate or brand profiles – highlighting the power of individual storytelling in enhancing our brand’s reach and impact.’ Candice Burgess-Look, director of KOJ Communication, agrees. ‘I always say, people prefer buying from people rather than brands,’ she says. ‘If a company CEO is providing their social media audience with valuable and insightful content, it has the power to yield great results for business overall. What we find with a lot of the clients that we work with is that the C-suite or those at the top usually already have an established audience and following on social media that we ‘as the company’ then maximise and tap into. In most cases, the leader of an organisation already has a reputable network within their own peer groups on social platforms like LinkedIn, and these networks are already built on trust.’ Like Herd, Burgess-Look cites LinkedIn as the go-to platform for social CEOs. ‘What used to be a humble “digital CV” is now a full-blown view into what you or a company stands for, what your hardcore expertise is, and how you authentically show up for the sector that you serve,’ she says. ‘And it’s this kind of in-depth and unique insight that attracts prospective customers, funders or donors, partners, and other stakeholders. A lot of our clients today are being approached directly on LinkedIn for things like speaking opportunities, awards, and media inquiries because of their LinkedIn profiles and the thought leadership content they publish.’ But therein lies a risk. Again, Elon Musk is a great example of a bad example. Musk’s personal social media profile completely overshadows his role at Tesla (of course, it doesn’t help that he now owns Twitter, which he has infamously rebranded as X). Ima Peter, business director at Razor PR, cites a 2023 report by Brunswick Group, which found that, by a four to one ratio, employees prefer to work for a CEO who uses digital and social media. Similarly, financial readers trust these ‘connected leaders’ more than an executive who does not use social media by an eye-catching six to one ratio. ‘CEO comments represent the company’s values, so you must be aware of the high reputational damage your comments could have. CEOs need to be watchful and ensure the clarity of their messages and what their companies stand for. The next layer is regulatory compliance; CEOs need to be thought leaders without disclosing acquisitions that have yet to be completed or sales in progress – basically avoiding making statements that will impact share performance or investor confidence,’ says Peter. ‘Gone are the days when CEOs and C-suite executives operated from an ivory tower,’ says Deena Hesp, founder of Talking Point Communications. ‘Social media has democratised conversations, breaking down barriers to enable communication, engagement and authentic connections with stakeholders, clients, customers, investors and employees at all levels of an organisation. This shift has not only paved the way for the continued growth and success of brands but has also transformed workplace expectations. Today, clients, stakeholders and employees expect to hear directly from leaders.’ As to striking a balance between the company’s profile and the CEO’s, Semaphore Communications’ Elzaan Rohde says that the two amplify each other’s impact and reach. ‘While a CEO’s business brand would convey authority, influence and expertise, the personal brand could communicate a passion for their business’s mission and values. But the company’s board and communications team should work with the CEO and other executives on the company’s values, mission and initiatives so messages stay aligned. Misalignment can create confusion and diminish other marketing efforts. For example, the tension between Elon Musk’s personal brand and his often very outspoken comments haven’t always reinforced Tesla’s business goals,’ she says. ‘It’s important to have a clear plan and strategy,’ adds Tendai Rukwava, founder and CEO of Coral Communications. ‘[CEOs’] posts should weave personal insights with themes that advance the corporate agenda. We also encourage posts that spotlight team achievements, company milestones and the organisation’s vision. This shifts the focus from the individual to the collective success. The executive – and any other team member – should be leveraged as a brand ambassador, not the star of the show.’ The CEO of X may disagree. But this is one area in which it’s probably best to not follow his lead. By Mark van Dijk Image: Gallo/Getty Images