How Executive Voices and Corporate Brand Drive Reputation

Which comes first, the executive’s voice or the company brand?

This question keeps executives, investors, and marketing teams awake at night. Do you empower the executive to leverage their authentic voice and speak from their heart, or should vetted and well-crafted scripts of corporate messaging build the company brand?

As representatives, advocates, and ambassadors of their company, I believe when the executive’s voice is authentic and consistent with the values of the organization, it supports the company brand, in person and online.

Why brands and reputation matter

A brand, by definition, is an expectation of an experience. Brands make us believe we’ll feel something when we interact with that product, service, company, or person. The feelings someone expects to experience when they drive a luxury sports car or use a particular kind of laundry detergent or interact with a certain leader, for instance, are well-curated beliefs that take time to develop and reinforce.

For companies, brands reinforce the culture and values of all who align with them. Executive personal brands then matter almost as much as company or product brand – because if there’s a disconnect between the values, behavior, or messages of the executive and the company, audiences lose trust. 

A 2021 Harvard Business Review article highlights the importance of trust: “Most people can spot an inauthentic person a mile away, and they’ll instinctively distrust that person. Authentic leaders must be willing and able to talk about their values, about what makes them tick. They then must demonstrate that their values are more than just words by putting those words into action and into the choices they make.” 

In other words, our leaders need to walk the talk of their (and the company’s) values.

Leaders can amplify the company’s value by sharing their voice

While they should all speak consistently with the company values, it’s not critical that every executive in a company speak in the exact same language, or in the exact same way. As important as social media and authenticity are in our lives today, audiences want to hear unique perspectives, personalized messages, and narratives that come from the heart when they engage with leaders. 

Today, more than ever before, messaging should reflect the individual voice and experience of the executive. For example, a message about diversity and inclusion may be shared differently through the lens of a leader who has encountered oppression, than one who has not. Leaders who personalize the message to their own circumstances and history can build off their shared experiences to support their own, and the company’s reputation. Whenever possible, messages should be crafted and shared with the intent to bond the executive to the audiences they’re building relationships.

The difference between authenticity and transparency

Speaking of authenticity… I’m often asked if being authentic means sharing everything. The leaders I coach fear repercussions if they disclose certain career failures, insecurities, weaknesses, fears, or private experiences. Do they need to share all of it to be perceived as “authentic”?

My answer is “no.” We can be genuine and approachable, and keep some things offline and private. Creating boundaries is a healthy and practical way to do this. 

On social media, for instance, set up rules around what a leader will or won’t share or comment on. For some, this means not sharing photos or mentions of their children, for others it means refraining from discussing politics or religion. For some, it means keeping their lifestyle entirely private. Yes, you can still be authentic and have a private life, even in the age of social media.

Authenticity means that when you do share, you are real and genuine. You don’t lie, mislead or misdirect. You answer truthfully and if you’re not willing to give a complete answer, you express why. That is being authentic.

Building diversity and accountability into executive voice 

Social media and the potential for backlash add an interesting complexity to the ability of executives to share their voices. On the one hand, it’s important to know how someone feels on a topic, where they stand, and what they’re willing to advocate. On the other hand, sharing too much or not having your perspectives fully considered in advance can communicate ignorance or worse.

When we look through the lens of DE&I, for instance, it’s important for executives to share the perspective of the company, showcase areas where change and commitment are happening in tangible and real ways (not just lip service), and communicate their views on the importance of creating a diverse workforce. 

Again, it’s important that the executives not sound scripted or too uniform. As Obed Louissant, SVP, Transformation & Culture at IBM shares, “it’s not enough to look different if we all sound the same.” Communicating diversity of thought should start at the top and be as unique and compelling as the individuals who make up the company.

Ultimately, accountability and responsibility for the company voice and brand lies at the top, with the leaders. When the vision, mission, and purpose of the brand are clear, consistent and communicated from leaders, others can determine whether they align (and get on board) or don’t (and leave).

While ultimate accountability lies at the top, everyone within the organization is responsible for carrying that brand experience outward. Interacting with peers, customers, media and competitors, online and in person, should present a unified and congruent expectation of an experience for all to see and believe.

Dive deeper into expert insights and recommendations from Lida and Obed by checking out our this episode of Live with Marketers on-demand: Brand Management in the Age of Corporate Responsibility.