Anahita Thoms is a Partner at Baker McKenzie, where she leads the foreign trade practice and the Diversity & Inclusion Committee.
Laura Bornmann is Managing Director at the Startup Teens education platform and GenZ Talents HR consultancy.
(Photo: PR, Getty Images)
For a long time, CEOs were able to keep a low profile on social issues and focus solely on their business. This has changed fundamentally, which is expressed in societal expectations: People with influence – according to the increasingly loud demand – should position themselves more clearly and show an attitude to the great challenges of our time.
They should take a stand on climate change, human rights violations, war, diversity, sustainability, poverty and much more. Why? Because their position allows them to decisively influence the socio-political discourse.
But that’s not all: CEOs are believed to be able to make an important contribution to solving these human issues – after all, the major, disruptive innovations are primarily created in companies.
“Society” includes both shareholders and stakeholder groups such as customers, business partners, trade unions and employees. The fact that customers today no longer only include price and quality in their purchasing decisions and that shareholders pay much more attention to reputation and CSR commitment has already been discussed at length.
All too often, however, one key perspective in times of a shortage of skilled workers and employees is underestimated, namely that of the employees. As a result of demographic change, companies have fewer and fewer workers available, which means that top talent is able to make ever higher demands on their employer.
Talent seeks companies whose attitude aligns with their own
A good salary is no longer the most important criterion when choosing an employer. In addition to components such as culture and leadership, one thing is particularly important to people today: companies and decision-makers who give meaning and orientation, take a stand, take responsibility, even in uncertain and politically tense times like these: show an attitude.
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Employees claim that their own values are congruent with those of the company. They demand approachable and authentic CEOs who not only talk but also act on a social and socio-political level. It is these criteria that more and more employees use today to decide whether their working time is well invested and whether it is worth getting up every morning and giving it your all.
One thing is clear: Positioning yourself publicly is a balancing act and requires a sure instinct – especially in the digital age, when one shitstorm follows the next and hate comments, calls for boycotts and accusations of greenwashing are no longer uncommon.
The tweeting CEO can alienate customers and annoy employees. The communicative CFO can harm the company by using the wrong wording on LinkedIn.
The personal branding of the CEO has a decisive influence on the image of the company
In times of increasing polarization, every public statement carries risks with regard to the company’s reputation. Many decision-makers are aware of this, which is why they often prefer not to say anything at all.
On the one hand, this is understandable. On the other hand, opportunities remain untapped. This will prove less and less sustainable and unsustainable.
In 2023 we need more decision-makers who are authentic, courageous and willing to take a stand – also in public. You should be aware that in the digital age your personal branding has a significant impact on your company’s employer brand.
What they say and how they position themselves makes a decisive contribution to whether or not they can still attract top talent in the future. You should use modern communication channels, engage in controversial discussions and tolerate other opinions.
Some CEOs still underestimate this new way of communicating. However, those who give it space in their everyday work and show an attitude to the important challenges of our time are setting the course in the battle for the best talent.
The authors:
Anahita Thoms is a Partner at Baker McKenzie, where she leads the foreign trade practice and the Diversity & Inclusion Committee.
Laura Bornmann is Managing Director at the Startup Teens education platform and GenZ Talents HR consultancy.
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