The CEO has a direct responsibility: to “connect” the market with the company. Marketing, too, is the link between the company and its market.
CEO selection criteria
The CEO should be chosen on the basis of meritocracy criteria that include the assessment of competencies such as business vision, delegation, relationship management, contact capital and, of course, personality, attitude, style and, essentially, leadership ability. You need to have a flexible leadership style, adaptable to your team and circumstances. To choose the right CEO, DARTEN has a unique method, facial psychology.
CEO Qualities
Moderation and prudence are qualities expected in the top executive and also in aspiring CEOs. The competent CEO is a professional who learns, knows how to ask the right questions to his collaborators. He knows how to see, value and reward those professionals who help him to be better and who think not only of their own benefit but also, and most importantly, of that of the company.
The CEO who contributes effectively to the positioning and marketing of products or services takes care of his good name, his personal brand, in an intuitive or methodical, coherent and constant manner, and on three main bases: 1. The positioning of the personal brand in coherence with the positioning of the company’s brand. 3. Gaining visibility when you have prepared for it and it is necessary to obtain it.
This is equally valid for aspiring CEOs, whose perception in the market and in the company must be carefully guarded, as well as for the rest of the professionals or employees, since they are all “ambassadors” of the company.
The competent CEO surrounds himself with advisors who help him make the right decisions. He has strategic foresight, he is clear about the direction of the company. He focuses not only on the short term but also on the medium and long term; he avoids the ailment of “short-termism myopia”. He considers the short term as a step on the way to achieving medium and long term objectives.
CEO reputation
The CEO’s reputation not only affects a large part of the company’s market value but also its ability to be attractive to attract and retain talent.
It is estimated that between 44% and 48% of corporate reputation depends on the CEO’s personal brand and, more specifically, on his or her reputation.
Managing the CEO’s personal brand
For all these reasons, the CEO’s personal brand should be rigorously managed. The brand is not only a reputational asset, but also a financial asset. The CEO, as the main figure of the company, can contribute to the positive differentiation of the company in the market. This is key in a market where the consumer or customer has a wide choice of products or services.
What media or social media exposure should the CEO have? The virtue usually lies in moderation, moderation and prudence. There is a middle ground between overexposure or no exposure at all, or almost no exposure at all: having it relevant and at the right times.
Managing the CEO’s personal brand should not be an exercise to feed the CEO’s self-centeredness or narcissism. It is about finding the best version of the CEO so that he/she can better serve others, employees and stakeholders.
And although in some sectors ethics is not among the most valued qualities in the CEO, it should be, since one must be a competent executive and an honest person.
“No matter how great the position, it must show that the person is greater” – Baltasar Gracián
