CEO as Content Executive Officer – Going Beyond the Words – Part 1 of 3

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By Thomas B. Cross @techtionary

There is nothing more critical to being the Chief Executive Officer as content.  Content is paramount to the message of the business for all who work, support, invest and comment on that what the CEO says and does.  CEO’s have become more like movie stars who parade around pitching the company to anyone who will listen to boost the performance of products and anything else the company has to say.  CEOs increasingly talk beyond their company to what they think politically.  Rather they are now forced to respond to Congressional hearings when they reveal their feelings about what the company must do better at or at least say that.  Content and messaging become like news bytes of what the CEO said and commentary on what they did not say.  Content has moved beyond what the company is about but how the company must be more responsible to the public good.  Content also digs into the nuances and gaps in their speech.  The CEO is now the heart and soul of the company much like they should be.  If you want to then analyze what the press says you find more about the CEO did not say than they did.  The CEO should take press writings seriously not just or if at all respond to what other people are saying.  An enlightened CEO can then manipulate these words to their own advantage and build their own propaganda machine.  If they don’t, they will be seen as a buffoon or other comic figure.  This means the CEO must be a content “control freak” as if you are not directing the personal and company content messaging they can and will fall victim to what others say.

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Like in what the company products, you cannot predict or react to the market you must direct the products and content to the end or goal they seek.  To accomplish that the CEO must understand critical content control and direct that messaging downward and outward.  It is not request it is mandatory in a social media “trending” world.  For example, your client/customer may not have a Twitter business account but they may have a personal account and their advisors may have as well.  This means the CEO must take an proactive involvement in the process rather than waiting for corporate communications to “committee” a response.

Hours and minutes become nanoseconds is responding to anything and again directing messaging content to what they want the public and others to know and see.  One more time if they wait this allows others to push “fake news” then it becomes real news. Surveys have also found an increasing number of customers go to Twitter before they go to the website doing “due diligence” looking for call-to-actions, thought leadership and content useful in their purchasing as well as customer complaints regarding solutions. Another example, of being involved in social media. “If you aren’t engaged, your competition likely is.

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That is, CEO’s are beginning to see the real value of Twitter not just for their company but for their role as CEO in the company they run.” There is nothing more than controlling content, however, it is frankly rather easy to do.  Never hide, never duck the questions, wade into the content battle.  Most CEOs hide and duck and allow their corporate communications department to provide a boiler-plate message of condolences, sorry and offering ideas for improving their fault.  This does not to alleviate the situation and frankly makes the company appear weak with the CEO hiding behind the walls of the company public relations department.  The CEO must move beyond this “sleight of hand” appearance to facing the public directly and with deliberate action to resolve the situation.  The CEO as the content headmaster can then be seen as much needed speaker providing guidance often beyond their company role as a global leader which they should truly be.

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