CEOs in the crossfire
Why digital visibility now defines modern leadership & how to master it with EMARI.
“In many ways everything has changed and yet nothing has changed. Our inherent desire to connect, communicate and progress remain the same. It’s just the landscape, tools and expectations that have evolved" - Michelle Carvill.
Drawing on insights from interviews with senior level leaders at 16 companies, representing 11 sectors, over 3 million employees and $1.6trillion revenue , it's clear:
LinkedIn is no longer a networking tool. It’s a strategic lever of power, trust, and organisational resilience, for those who know how to use it. (EMARI trains the leaders who do.)
Digital participation is no longer an option, it is a strategic imperative for reputation management, employee engagement, stakeholder influence, and crisis resilience.
This article also draws on leading industry research from McKinsey, global data from other industry experts in the executive and employee advocacy space, and EMARI’s direct experience training senior leaders in some of the world’s biggest businesses and most regulated sectors.
It uses one of the most robust datasets on Connected Leadership & the expectations and benefits of executive visibility in the digital age available to date including 6,400 key stakeholder voices - 2,800 financial readers & 3,600 leaders across the US, UK, Germany, Singapore, Hong Kong SAR, UAE & Saudi Arabia.
All affirm the urgent need for leaders to engage strategically online.
So why don't they?
“Many organizations are afraid of being disrupted by AI and emerging technologies. Unfortunately, many leaders are struggling with this at a time when their organization’s very survival may depend on how well they deal with digital imperatives. There is no better PR medium than social media for a leader to dramatically demonstrate a command of digital disruption.” - Bob Pickard
“When people talk of digital transformation, they are often unclear about the meaning of the word digital and rarely consider the scope of true transformation…it is as much about culture and managerial behaviour as it is about technology” - Euan Semple
“From my experience key challenges usually focus around 4 areas: Overwhelm, time, return on Investment, fear. Here are some useful lessons: Listen, master one channel at a time,, weave it into your life – being social is something you are rather than something you do. Just like sending an email, checking your social channels should become part of your day-to-day activity. Get support. Be authentic." - Michelle Carvill
Connected Leadership: From expectation to imperative:
“Any leader that doesn’t make the time for social media is missing a huge opportunity!" - John Legere
88% of employees and financial readers use social media monthly - compared to just 70% who use traditional media.
82% of employees and 88% of financial readers say it is important for leaders to communicate their mission, vision, and values online.
93% of employees expect visibility during crises. Among financial readers, that figure rises to 91%.
In Saudi Arabia, 96% of financial readers believe CEOs must actively communicate on social media; 93% in the UAE; 90% in both Hong Kong SAR and Singapore.
Employees prefer to work for CEOs who use social media by a global ratio of 4:1. In Hong Kong SAR, that preference becomes 41:1; in Singapore, 9:1; in the UK, 4:1.
“There is no technology more pervasive or persuasive for setting the agenda for exploration and curiosity and change and innovation in business than social media because everyone can see what you’re doing.” - Matt Ballentine
Yet many leaders still underestimate the cost of digital silence or worse, delegate it entirely. The result is a visible leadership vacuum filled by critics, competitors, or misinformation.
“When asked for my view on what digital transformation means I say, ‘it is our response to the fact that your staff and customers are finding their voices online.’” - Euan Semple
Trust, transparency and talent
"There is now an expectation that a CEO is very present on social media. It’s not just like sharing a press release. It’s about having a stance, an opinion, talking about the difficult topics." — International Airline
82% of potential employees research a CEO’s online presence before applying.
Top reasons why employees prefer connected leaders:
93% of employees rank direct and transparent communication as a top reason for staying — more than company values, culture, or career development.
“Social media is crucial for us to signal and message to our colleagues around the world. Still, for at least some of our colleagues, the message isn't real until they hear the CEO say it externally.” — Multinational Infrastructure and Technology Company
"Our CEO’s authenticity and high energy on social media is a magnet for great talent." — Global Financial Services Company
At EMARI, we’ve seen first-hand how executive visibility shifts candidate perception from interest to intent. It’s no longer a nice-to-have, it’s a filter for modern talent.
Visibility as a business advantage
Social media supports:
“Leaders tend to be isolated. Social media lets them listen unfiltered and understand perceptions. It’s a personal conversation, at scale.” — Multinational Technology Company
“LinkedIn has been invaluable in helping our leadership make our case to policymakers.” — International Airline
“Investors tell us they appreciate seeing leadership online, warts and all. It gives them a window into the shop.” — International Energy Company
During a crisis, social media is essential
78% of employees and 91% of financial readers expect CEOs to communicate publicly online.
Trust in Connected Leaders is 3:1 among employees and 6:1 among financial readers.
85% of employees and 92% of financial readers expect public correction of misinformation.
77% of employees and 85% of financial readers want CEO visibility on DEI issues.
62% of employees and 75% of financial readers want CEO leadership on social issues.
“Social media helped shape the narrative with fact-based truth.” — Multinational Technology Company
“Our CEO’s LinkedIn platform made rapid, scalable crisis communication possible.” — Global Financial Services Company
“We had to turn up the volume and frequency during 2020. Our CEO’s platform let us show what we stood for in a personal way.” — Multinational Restaurant Company
Execution matters: Strategic structure and scale
Executives spend just 30–60 minutes per week on their social platforms.
Successful programmes often run with 1–2 FTE or equivalent agency resource.
Signature content series, richer formats (audio, video), and data-driven strategy are common traits of high-performing programmes.
Many companies now have 5–10 executives posting regularly — expanding the leadership footprint.
As John Legere told me “any leader that doesn’t make the time for social media is missing a huge opportunity.” - Michelle Carvill.
“After our CEO’s success online, other leaders now ask how they can do the same.” — Fortune 100 Retailer
“We want a choir of voices, not just a solo. Each executive can reach different audiences.” — Multinational Restaurant Company
“Five years from now, any company without an executive social strategy will be completely behind.” — Multinational Investment Bank
“People don’t listen to logos or brands. They listen to people they like and trust.” — Fortune 100 Retailer
At EMARI, we provide training and support for how to do this yourself, and a done-for-you system: ghostwriting, cadence design, and data-led integrated content strategies which are all optimised for algorithms and executive time constraints.
1. A new era of executive exposure
From semiconductor sanctions to EV subsidies, Western governments are reshaping global markets. TikTok's ownership faces a forced divestment. BlackRock is retreating from ESG rhetoric under political fire.. Disney's C-suite is still recovering from Chapek-era controversies and NatWest’s Alison Rose paid the price for missteps in politicised climates.
Each case underscores a simple truth: visibility without strategy invites backlash, but silence without context breeds suspicion.
These are not isolated crises. They signal the arrival of a new era where CEOs are caught in the crossfire of competing state and social expectations.
“The industry in which I have worked for over 30 years is a rapidly changing technological world creating the safe, sustainable and affordable transport solutions of the future. This change will bring about a different business model and consumer behaviour to our industry. We’re already seeing big brands redefining and restructuring their businesses as they prepare to morph from volume manufacturers to service providers. As they do the value chain changes, new ecosystems emerge, signalling a new and vastly different set of relationships where engagement with consumers will be increasingly direct. We will all expect to be connected as a matter of course…Leaders will need to be visible, contributing and actively engaged with their community.” - Chris Mason
Yet amid this turbulence, many leaders still cling to an outdated belief: Neutrality is professional and silence is wise. It isn’t. Silence now implies complicity, cowardice, or disconnection. With public trust in institutions at historic lows (just 37% globally), the expectations for transparent, visible leadership have never been higher.
"It is the unpredictable nature of social media that deters leaders from engaging online...These digital conversations are happening whether the organization is involved or even aware of them." - Sarah Goodall
The illusion of corporate neutrality is gone.
Geopolitical tensions, activist investors, hostile regulatory landscapes, and collapsing public trust mean CEOs are no longer just business leaders - they are political actors, societal influencers, symbols of accountability.
The Economist warns that governments are ripping up the old social contract between state and business. From chip sanctions to culture wars, no sector is immune.
This new landscape demands a new form of leadership: visible, connected, and strategically engaged. Social media has become a battleground and the boardroom has become a diplomatic front line.
“In the era of fake news, we learn towards our trusted networks to provide clarity. Trusted authenticity is critical to social leadership” - Sarah Goodall
Chief executives have always been corporate contortionists - balancing profit, people, policy and planet. But today’s leaders are performing that act on a fault line: one defined by hyper-polarisation, geopolitical fragmentation, and societal distrust.
Once, silence was a shield. Now, it’s a flashing target.
“Branding can no longer be managed via press relations and orchestrated media engagements.” - Sarah Goodall
Invisibility can look like evasiveness. CEOs who stay quiet risk appearing complicit, disconnected, or politically aligned by omission. As ideological battles spill into boardrooms, neutrality is no longer neutral, it’s a stance in itself.
“Governments seem to be everywhere all at once... trying to correct the problems of globalisation, protect national security, and fight climate change.” — The Economist
The implicit rulebook of shareholder primacy - grow wealth, stay quiet - has collapsed. The expectations of leadership have changed. Visibility is no longer optional. It’s a condition of trust, legitimacy, and continued licence to operate.
"Being a Social CEO is not just about having a presence on social media or sending branded or corporate approved messages. It’s leadership in public view." - Brian Solis
The consequences of misjudging this are already clear:
Bob Chapek (Disney) equivocated on Florida’s “Don’t Say Gay” bill - alienating staff, disappointing activists, and fuelling political backlash. His failure to take a principled stand helped seal his exit.
Dame Alison Rose (NatWest) resigned after closing Nigel Farage’s bank account, a move seen as politically biased. Her lack of transparency amplified public outrage.
Larry Fink (BlackRock), once champion of ESG, now finds himself attacked from all sides - proof that even values-led leadership must adapt to shifting ideological ground.
The tightrope is real. Strategic neutrality is not safe - it’s outdated. CEOs must learn to navigate complexity in full view. Not louder, but smarter.
“Business has re-entered the political and social arena - not by choice, but by necessity.” — The Economist
Even the most outspoken leaders are recalibrating. During his 2024 visit to Shanghai, Elon Musk avoided media, declined commentary, and steered clear of politics. In China, even Musk chooses silence.
Jack Ma, once the poster child for entrepreneurial boldness, vanished after clashing with the Chinese Communist Party. His quiet reappearance - muted and hesitant - reveals the cost of misalignment in high-risk political arenas.
But strategic silence has its limits.
In democracies and open markets, absence is interpreted as abdication. Silence creates a vacuum and that void is quickly filled:
By critics and conspiracy
By anxious employees
By disengaged shareholders
By wary customers
This is not about constant posting or performative visibility. It’s about digital diplomacy - a form of modern statecraft. Showing up when it matters. Speaking with clarity and conviction. Guiding the narrative instead of being consumed by it.
Leadership is no longer just operational, it’s communicative. Presence signals stability. Silence signals surrender.
There are only 2 choices: Disrupt or be disrupted.
2. The dangers of silence and the rise of digital diplomacy
When things go wrong, all eyes turn to the top. And when leaders are absent from the digital stage, others write the story for them.
“When something goes badly wrong for a company in public, all eyes look to its leader... If the CEO is absent from social media, an information vacuum forms, instantly filled with critics.” — Bob Pickard
The best leaders aren’t louder, they’re sharper. They practise connected leadership, a form of digital diplomacy if you will: Engaging online with strategic clarity, emotional intelligence, and moral courage.
They don’t chase headlines. They shape context. In an age of hyper-visibility, leadership isn’t just about being seen. It’s about being understood.
Strong personal brands create a halo effect for a company’s products resulting in happier customers, greater brand advocacy, better reviews and accelerate movement of potential customers from awareness to purchase - Chris Bartley
3. Connected leadership: what it means and why it matters
The term "Connected Leadership" represents more than a communications tactic - it signals a leadership mindset rooted in presence, participation, and purpose.
Connected leaders aren’t just visible. They’re engaged, responsive, and willing to show up when others go quiet.
Ambitious leaders are realising LinkedIn isn’t just a microphone. It's radar.
“Staying abreast of latest trends, monitoring your competitors, keeping in touch with your clients can all be very time consuming yet are all important elements in building useful business intelligence. Through...connecting with the right people on LinkedIn it is perfectly possible to gain the necessary insights you need quickly and simply.” - David Taylor
Leaders build trust not just through what they deliver but how they engage with others. They speak human, not corporate. They use digital platforms like LinkedIn to amplify vision and values, clarify strategy, and co-create meaning with their investors, partners, customers, employees and future talent.
"Those leaders who have embraced social media have metaphorically moved from the corner office to the lobby... You don't get that kind of exposure if you're locked away with an executive assistant guarding your door and email." — Brian Solis
The data supports the shift:
62% of FTSE 350 and S&P 500 CEOs now have a LinkedIn presence in 2024 vs 2023 (EMARI Group. Q1 2025 data coming soon)
93% of employees expect leadership visibility in times of crisis (Brandfog).
69% of employees check leadership social media before accepting a job (Brunswick).
98% of employees use at least one social platform; over half post about work (Weber Shandwick).
Executive content receives 8x more engagement and 25x more shares than brand content (Brunswick).
Employee advocacy via social media can deliver 24x greater reach and up to $1.9m in earned media (Kredible).
"There is now an expectation that a leader is very present on social media. It’s not just like sharing a press release. It’s about having a stance, an opinion, talking about the difficult topics." — SVP, international airline
Crucially, this is not about being a digital influencer. It’s about creating conditions for organisational trust.
“I have to be seen to be leading by example. Connecting with people around the world in an accessible way...showing up is everything”
Connected Leadership is the strategic counterpart to social listening. It shows leaders are aware, empathetic, and involved. It’s the antidote to the detachment and distrust that characterise the current era.
A Social CEO is active on social media regularly... praising staff, commenting on industry insight, supporting partners, engaging with journalists and elevating others.
This shift isn’t theoretical. It’s measurable. It’s strategic. And it’s already reshaping the public face of modern leadership.
4. Strategic visibility: the new leadership advantage
Strategic visibility is not about volume. It’s about velocity and vector - how fast your insights travel, and in what direction they land. In the social age, leaders need to master not only presence but positioning.
EMARI equips leaders with content strategy built on behavioural insight, industry timing, and platform-native fluency, so your message doesn’t just land, it leads.
A visible leader is no longer just a spokesperson. They are a lens through which stakeholders interpret the values, priorities, and credibility of the organisation.
"You can’t be internally focused when you’re social. You’ll be connected to the global conversation taking place in your industry." — Andrea Edwards
Today’s executive visibility must be intentional, repeatable, and aligned to strategic objectives:
Credibility: Authentic, expert commentary on industry trends and policy shifts.
Connection: Real-time engagement with internal and external audiences.
Continuity: A consistent presence that signals leadership even in uncertainty.
Executives who succeed here shape the climate in which their business operates. They don’t simply respond to headlines—they direct attention, shift perception, and influence decisions. This is not PR. This is narrative control.
"What our CEO really cares about is engaging with our community—getting on the level with customers, investors, and shareholders." — International energy company
From LinkedIn posts that clarify a complex industry shift, to spontaneous moments with team members that showcase culture in action - visibility is an everyday act. And every post is a pixel in the picture of modern leadership.
"It’s not just in leading the conversation where CEOs can succeed. It is also in listening to your audience and participating in conversations." — Andrea Edwards
Strategic visibility also supports organisational resilience. It strengthens employee alignment, investor confidence, and stakeholder trust. And in moments of crisis, it ensures the voice of leadership is already established—not scrambling to catch up.
"All crisis situations can be successfully addressed with 5 elements of social leadership: visibility, disclosure, clarity, humility, and continuity." — Bob Pickard
This is the leadership advantage that multiplies. The more visible a leader is in meaningful ways, the more durable the brand, the more cohesive the team, the more open the market.
In short: visibility is the multiplier of strategy.
Traditional leadership played out behind closed doors. But today, platforms like LinkedIn offer:
Omnipresent communication channels
Direct stakeholder connection
Public signals of ethical leadership
Opportunity to set the tone on industry challenges
"Leaders who use social tools confidently signal effectiveness and encourage adoption across the business." — Euan Semple
5. From corner-office diplomacy to platform-powered influence
For decades, executive influence operated behind the scenes—through lobbying, closed-door meetings, and controlled media appearances. This was the age of corner-office diplomacy. Leaders curated power through scarcity: access, presence, and opinion were rationed.
But the rules have changed. In today’s networked, decentralised, and high-transparency environment, influence is no longer earned through exclusivity. It’s built through visibility, consistency, and contribution.
"Culture is the one thing that can’t be plagiarised by another company. Social presence is how that culture scales." — Paul Frampton Calero
LinkedIn, X (formerly Twitter), and emerging vertical platforms are the modern agora: marketplaces of ideas, spaces of public scrutiny, and arenas for leadership display. Today’s executives must move from diplomacy by whisper to influence by dialogue.
"What matters is understanding the potential of these tools to change the world." — Damian Corbett
Presence in these spaces allows leaders to:
Humanise their brand through personal tone, vulnerability, and transparency
Reinforce strategic priorities through real-time commentary on global shifts
Demonstrate ethical leadership by acknowledging challenges and responding with humility
Build trust with customers, employees, and investors through sustained visibility
"Any leader’s personal engagement with social media is relevant and tangible leadership currency." — Chris Mason
This isn’t about replacing traditional communication channels. It’s about supplementing them with a mode of influence that is faster, flatter, and more human.
"We are living in a world inundated with noise. One of the challenges with social media is that too many people are talking about themselves." — Andrea Edwards
To break through, platform-powered influence must be:
Conversational, not promotional
Timely, not reactive
Strategic, not superficial
Leaders must bring their teams with them. A CEO's presence is the tip of the spear, but when supported by a culture of internal advocacy and cross-level participation, the effect becomes exponential.
"Senior leadership using social tools confidently signals their effectiveness... The real benefits come when they reflect the full scope of the organisation." — Euan Semple
This is not vanity - it’s strategic stewardship. It’s not self-promotion - it’s narrative leadership. The modern CEO must be a platform-native diplomat, translating organisational purpose, vision and values into stories that travel, connect, and inspire.
6. Six social-media skills every leader needs (McKinsey, 2013)
“The advent of social media has totally revolutionized the way organizations operate or will have to operate in the near future.” - Damien Corbett.
According to McKinsey, successful leadership in the social age requires a new kind of literacy - what they call "organisational media literacy". This is not about having a social media account. It's about understanding how to lead, communicate, and shape culture in a world where messages are co-created, not controlled; where influence spreads laterally, not hierarchically.
"Organisations that develop a critical mass of leaders who master these skills will be more creative, innovative, and agile." — McKinsey
Here are the six essential dimensions of social-media-literate leadership:
1. The leader as producer Great leaders are now expected to create compelling, human content or delegate it to a competent ghostwriter. Whether it's a short video reflecting on a board meeting or a candid photo from a factory visit, content that reveals the mind and character of a leader builds emotional connection.
"To thrive in the world of social media, leaders need to acquire a mindset of openness and imperfection." — McKinsey
2. The leader as distributor Information doesn’t flow in a straight line anymore. Great leaders know how to use social networks to disseminate insights and shift narratives. They understand how messages travel, where they pick up meaning, and how to activate advocates to carry them forward.
"Distribution competence—the ability to influence the way messages move—is as important as the content itself." — McKinsey
3. The leader as recipient Listening is no longer passive. Leaders must manage constant information flow, discern signal from noise, and remain visibly responsive. Engaging with relevant posts, amplifying the voices of employees, and joining meaningful dialogue shows attentiveness and care.
"The creation of meaning becomes a collaborative process in which leaders have to play a thoughtful part." — McKinsey
4. The leader as adviser and orchestrator Social presence isn't just an individual act—it’s a team culture. Leaders who encourage digital confidence across their C-suite, empower emerging voices, and mentor others to participate create networked influence. Reverse mentoring with digital natives is a proven accelerator.
"Smart leaders can accelerate organisational change by harnessing the expertise of digital natives." — McKinsey
5. The leader as architect Creating a culture of safe, transparent, and ethical digital participation takes deliberate design. Leaders must balance freedom with responsibility, building systems that encourage honest sharing without compromising integrity or regulatory compliance.
"Marrying vertical accountability with networked collaboration is one of the toughest design challenges." — McKinsey
6. The leader as analyst Digital change is relentless. Socially fluent leaders stay ahead of disruption by experimenting with new platforms, monitoring weak signals, and recognising patterns early. They understand that communication tools shape business models—and that influence often arrives before regulation.
"There is no better PR medium than social media for a leader to demonstrate a command of digital disruption." — Bob Pickard
These six skills are not hypothetical. They are already being used by CEOs to rebuild trust, reinforce culture, and lead from the front.
"The organisations that embrace this model won’t just survive - they’ll be the ones shaping the future." — McKinsey
7. Practical principles for effective executive presence
Effective executive presence on social media is not just about frequency or format. It’s about tone, timing, trust, and intentionality. The leaders who do this well aren't necessarily the loudest. They are the clearest, most consistent, and most connected.
"The risks associated with the use of Social Media in a C-Suite glass house in which senior leaders are subject to internal compliance and external scrutiny are real and potentially significant. The vast majority of risks can be avoided or minimized by adhering to 5 simple principles: Understand and observe the regulations, Stick to lower risk topics, Put in place a support system, Start with lower risk channels like LinkedIn, Don’t be too adversarial" - Martin Thomas
The opposite of presence isn’t neutrality. It’s suspicion. Executives who show up only when there’s a press release become corporate ghosts, not trusted guides.
Done right, executive social media presence amplifies vision, reinforces culture, and builds leadership capital. Here’s how.
What works:
Use your own voice. Your tone matters more than polish. Speak like a human, not a press release.
Balance personal and professional. Share what matters to you as a leader and as a person. That’s what people remember.
Post regularly. Aim for 2–3 times a week. Consistency builds familiarity, and familiarity builds trust.
Engage beyond your team. Comment on employee posts, thank journalists, elevate customers, and celebrate partners.
Be generous. Share others’ achievements more than your own. Visibility used for praise builds loyalty and trust.
Stay responsive. Acknowledge comments, participate in debate, and show up when it counts.
“Social CEOs share their strategy, praise employees, engage with customers, highlight partners, support journalists, and elevate peers and friends. That’s leadership.” — Damian Corbett
What to avoid:
Over-polished PR speak. It creates distance, not trust.
One-way messaging. Broadcasting isn’t leadership - dialogue is.
Only showing up in crisis. Visibility must be proactive, not reactive.
Outsourcing your voice. Your comms team can support - but they can’t substitute your presence.
“Think of social media as a cocktail party. If you read your post and it doesn’t sound like something you would say, or how you would say it, tweak it to match your personal style.” — Tammy Gordon
Consistency breeds trust. Humanity builds connection. And intentional, value-led participation creates influence that lasts.
5 tips: Be yourself, Your view is the organization’s view, Don’t react too fast, Get your facts right, Demand content! Put pressure on your organization to provide these for you and don’t just send out corporate content as is – give more meaning and content to it from a leadership point of view - Brian Gosper
The best executive social media presence feels like a leader walking the floor—accessible, attentive, and actively listening.
“A Social CEO is active on social media regularly, if not every day at least a few times a week. Here are 7 things they could be doing: Praising an employee for a job well done, Sharing or commenting on a blog a colleague has written, Interacting with a customer, perhaps by sharing valuable insights relevant to their industry, demonstrating they know the customer and understand their challenges, Promoting an article published by a partner aligned to their business, Sharing a piece an influencer has published that they agree with, commenting on why they think the information has value, Interacting with a journalist and praising them for articles they are writing/thanking them for a piece they did together, Commenting on a friend’s post to elevate that person’s brand." - Andrea Edwards
“Understand your work/not work continuum and concepts of formality; don’t create a new and poor customer-service channel; don’t just broadcast, engage; make it a habit – build it into your day or week. The single most important habit I have built is that of the week-note. Every Friday I spend a few minutes to write a short post that sums up the key things I’ve learned in the preceding seven days.” - Matt Ballentine
"My own experience of some of the negative sides of social media played out a few years ago when I was the target of a troll. I dealt with it as follows: I tweeted one early response saying I was interested in their view and very happy to meet and discuss and then had no further public interaction. I informed my chair and kept them up to date on further posts. I asked my digital manager to keep a watching brief in social media spaces and update me on further posts It was important to remember that this was nothing other than an unhelpful distraction. Eventually it just went away." - David Barker
Connected CEOs experience tangible advantages across key business domains. Their presence is not just symbolic—it creates a ripple effect across culture, communication, and commercial outcomes.
“A leader’s personal engagement with social media is relevant and tangible leadership currency.” — Chris Mason
Seven tangible benefits of executive presence on social media:
Talent attraction and retention 80% of employees feel more engaged and believe their CEO is a stronger leader when they are socially active (Katie Elizabeth). Leaders who share culture, values, and staff recognition help humanise the workplace.
Deeper employee engagement 93% of employees expect leadership visibility during moments of uncertainty or crisis (Brandfog). Consistent presence increases trust, fosters loyalty, and opens up meaningful dialogue across hierarchies.
Stronger partner collaboration By praising and amplifying partners and allies publicly, CEOs build goodwill and increase mutual visibility. This strengthens ecosystem ties and signals alignment on shared goals.
Greater media interest Journalists are more likely to follow, quote, and contact leaders who maintain an active presence. Commentary shared by executives is often seen as more authentic than corporate press releases.
Enhanced customer loyalty Social presence helps humanise brands, reinforce purpose, and allow customers to see the people and principles behind the business. Trust grows when leaders show up consistently.
More earned media and thought leadership opportunities Executive visibility increases inbound opportunities—from conference invitations to podcast features, analyst coverage, and partner inquiries. One visible leader can generate millions in earned media value (Kredible).
A credible, human, crisis-ready reputation When something goes wrong, the presence of an established voice makes a critical difference. Leaders who are already active online are better positioned to respond quickly, credibly, and empathetically in a crisis.
“All crisis situations can be intercepted and successfully addressed with five elements of social leadership communication... The CEO must be present, transparent, and clear.” — Bob Pickard
Executive presence is not performative - it’s strategic. It signals control, commitment, and character.
Leaders who understand this aren’t waiting to be asked. They’re showing up - with intention, clarity, and consistency.
Social media is not a distraction. It’s not a PR channel. It’s a leadership platform and it’s one of the most powerful tools available for modern executives.
In an era marked by regulatory pressure, geopolitical volatility, climate urgency, and institutional distrust, the expectations placed on CEOs have shifted. Today’s leaders are not just stewards of capital, they are stewards of trust.
"Opportunity no longer knocks. It posts, likes, and shares."
The CEOs who will define the next generation of business leadership will not be those who stayed silent. They will be those who showed up—with purpose, with clarity, and with courage.
"Social leadership isn’t an optional extra. It’s a method and mindset for deploying the power of your organisation that liberates innovation and creativity." — Damian Corbett
The data is clear. The evidence is overwhelming. The risk of absence is greater than the risk of presence.
When CEOs engage meaningfully online, they:
Build resilient reputations
Earn trust before they need it
Shape the narrative, rather than being shaped by it
Lead visibly and accessibly, setting the tone for culture
Inspire employees, customers, investors, and partners
"Directors who don’t understand social media are placing their company at risk of not capitalising on business opportunities—and exposing it to unnecessary risk." — Walter Adamson
Silence now has a cost. It implies disconnect, indecision, or indifference. And in high-stakes moments, it invites others to fill the void - critics, competitors, or misinformation.
Modern leadership requires digital courage. Not to post for the sake of it, but to connect, clarify, and communicate.
The leaders who win long-term don’t just post. They pay attention, read the room, adjust in real time.
“American Family Insurance has been nimble and thriving in an ultra-competitive industry in part because of our approach to social media. It has bolstered employee engagement, customer outreach, helped us recruit better and helped me find my leadership niche. It’s helped me to be a better leader while connecting with a wider audience than any other communication tool available to me..." - Jack Salzwedel
Influence --> Results --> Trust --> Culture
“Few have encapsulated what culture is, for me it is the combination of 3 things: How a company behaves when the leadership team is not in the room, The invisible glue that bonds departments together as a single team, How and what employees share and express externally at events and now increasingly on social media” - Paul Frampton Calero
Culture eats strategy for breakfast, partly because culture is the only thing people can't plagiarise.
People can copy products, mirror strategy, rip off a brand aesthetic or steal comms/sales playbooks but culture is lived.
That’s why executive visibility is more important than ever. It isn’t just about thought leadership. It’s about cultural proof.
In a world where investors, partners, customers, employees & future talent are all asking,"Who are you, really?"
Culture isn't what you say. It’s what they see.
Or as we often say at EMARI.co.uk: Intentions are good, behaviour is truth.
Train with industry-leaders in this space through EMARI Group. Build your Connected Leadership strategy today and meet this moment with the confidence and clarity your position demands.
At EMARI, we don't just teach you how to use LinkedIn, we train leaders in digital diplomacy & narrative control.
We provide business intelligence on what people are engaging with and searching for to drive reach and trust
We upgrade your positioning and messaging so it stands out
We ghostwrite executive content that sounds just like you.
We design sustainable integrated content marketing strategies that deliver industry-leading award-winning results
We train in-house teams to build their capability and amplify visibility.
We help you lead from the front.
One thing that has really surprised me about social media is that it’s easier than I imagined. Every day using social media gives me confidence that I’m involved with what’s going on in my company, the community and the world.”“You can’t do this alone so find someone who can help you launch (or perhaps relaunch) your social media presence. This person or people can make a huge difference to the way you approach social media. - Jack Salzwedel
“A monthly blog and responsive opinion pieces shared across my professional channels has been a mechanism for raising issues, flagging solutions and testing new ideas that demonstrate the organization’s understanding of the broader context in which we operate.” - Jan Owen