1
SOCIALISING
YOUR
CEO IV:
THE ENGAGEMENT FACTORAt Weber Shandwick, we believe that the Internet and social media are necessary tools for executives to effectively
engage stakeholders and that CEO social engagement is a must in today’s digital world. Research that we have
conducted on CEO reputation,
The CEO Reputation Premium: Gaining Advantage in the Engagement Era
,
demonstrates that CEO sociability comes with reputation benefts: highly regarded global CEOs have a higher social
media participation rate than the average CEO and are about three times as likely as CEOs with weak reputations
to participate in social media.1 According to a report from G&S Communications and Harris Poll, half of Americans
(54%) say senior leaders who are transparent on social media are most trustworthy.2
Online engagement allows CEOs to share their messages more broadly among stakeholders who spend a great
deal amount of time online. According to a poll from GlobalWebIndex, Internet users spend an average of 1 hour
and 58 minutes on social networks each day.3When it comes to Facebook, users spend 50 minutes a day on its
platforms (i.e., Facebook, Messenger, Instagram).4 CEO messages shared through social media have the potential
to reach massive audiences. According to their respective websites, Facebook has 1.1 billion daily users, Twitter has
313 million monthly active users and LinkedIn has 106 million unique monthly active users.A report on social CEOs
from Domo and CEO found that the average Fortune 500 CEO on Twitter has about 113,000 followers, and 13
CEOs from the Fortune 500 who are LinkedIn Infuencers have over 100,000 followers.5 CEOs can also reach more
than just their followers with the ability for followers to share, like and repost CEO content. There are many people
connected to CEOs online and they spend a lot of time on the Internet. The opportunity for CEOs to join the online
conversation is huge and they would be wise to consider jumping in and participating.
Because of the benefts and opportunity social media provides, Weber Shandwick takes a strong interest in
measuring CEO engagement. We frst embarked on our
Socialising Your CEO
research in 2010 when we launched
one of the earliest quantitative explorations of CEO online and social media engagement. At the time, few chief
executives globally were engaging online, but they have come a long way since. Our 2014 research,
Socialising
Your CEO III: From Marginal to Mainstream
, found that the online sociability of top CEOs hit a record high. CEOs
from the Fortune Global 50 rankings were employing online tools and utilizing their company websites and social
networks more than ever before.6
INTRODUCTIONThe CEO Reputation Premium: Gaining Advantage in the Engagement Era
, Weber Shandwick and KRC Research, 2015.Social Media & The CEO
, G&S Communications and Harris Poll. | 3
GWI Social, Q3 2016
, GlobalWebIndex.
4 “Facebook Has 50 Minutes of Your Time Each Day. It Wants More,”
The New York Times
, May 5, 2016.2015 Social CEO Report
, CEO | 6
Socializing Your CEO III: From Marginal to Mainstream
, Weber Shandwick, 2015.
BEING A SOCIAL CEO HAS GONE FROM REPUTATIONAL ADVANTAGE TO REPUTATIONAL MUST. SOCIAL MEDIA IS A CRUCIAL
TOOL FOR EXECUTIVES TO ENGAGE WITH STAKEHOLDERS IN A WORLD WHERE NEARLY EVERYONE IS ONLINE. CEOs
ARE INCREASINGLY EMBRACING SOCIAL MEDIA TO MAKE THEIR VOICES HEARD, TO LISTEN TO CONVERSATION AND TO
HUMANIZE THEIR COMPANIES AND ITS EMPLOYEES.
“
Andy Polansky
CEO
, Weber ShandwickWeber Shandwick audited the online presence of CEOs from the top 50 public U.S. companies in the 2016 Fortune
500 rankings and CEOs from
Fortune
’s 25 Most Important Private Companies in the U.S. The latter list totals 29
CEOs because some companies have co-CEOs and multiple managing partners.
We also researched the top 50 CEOs from
Mercury News’
top 150 companies in Silicon Valley for 2016.
Given that these are the CEOs of leading technology companies, we hypothesised that these executives would be
on the leading edge of social. The results for Silicon Valley CEOs can be found later in our report.
Our audit investigated three levels of CEO activity:
The platforms we audited were the company website, company YouTube, external CEO blogs or websites,
Facebook, Twitter, LinkedIn, Google+ and Instagram. See our Methodology section at the end of this report for
greater detail. The following report describes our fve fndings on CEO sociability and online engagement.
WHAT WE DID
PRESENCE / VISIBILITY ENGAGEMENT
Are CEOs publicly visible
online through their own sites or
those of their companies1
POSTS
Within the past year, are CEOs
communicating on the sites on
which they are visible2
Do CEOs go beyond
unilateral posting and interact
online That is, are they
responsive and engagingGiven our conclusion in 2014 that CEO sociability had gone mainstream, we wanted to look at CEO online activities
from a different angle for our new wave of research. Previously, we examined CEO online presence. In
Socialising
Your CEO IV: The Engagement Factor
, we expand on our defnition to also look at CEO engagement.
Socialising
Your CEO IV
provides a Social CEO Index, which awards CEOs points based on their online presence and level of
engagement, as well as 8 Tips for CEO Social Engagement.OVERALL ONLINE SOCIABILITY OF CEOsCEOs ARE VISIBLE,
BUT NOT ENGAGING
We found that the majority of both public and private company CEOs has a presence on at least one of the online
platforms we audited (92% and 76%, respectively). While both sets of CEOs excel in presence, the same is not
true for anything deeper. Fewer than four in 10 public company CEOs and private company CEOs have posted on
any of their platforms within the past 12 months (38% each) and are even less likely to have engaged online, i.e.,
interacted with others (22% vs. 34%, respectively). One thing, however, can be said for private company CEOs.
When they post, they usually engage. Those CEOs deserve credit for their responsiveness.
We found that public and private company CEOs are present in different ways. Public company CEOs are more
visible on their company websites than those at private companies (90% vs. 66%, respectively), while private
company CEOs are more likely than public company CEOs to be found on social networks (59% vs. 50%,
respectively) and to engage on social networks (34% vs. 22%, respectively). A lower level of social network usage
by public company CEOs perhaps refects a greater perception of risk, as website content creation can be more
tightly managed. Clearly, public company CEOs have investors and regulators to worry about when it comes to
disclosing material information.
We looked to see whether age may have played a role in public company CEOs’ higher engagement levels,
hypothesising that younger CEOs may be more comfortable interacting on social media, but found that the
average age of public and private company CEOs only differs by three years.
92%
PRESENT/VISIBLEPOSTED IN
PAST 12 MONTHS
ENGAGED IN
PAST 12 MONTHS
76%
38%38%
22%
34%
COMPANY WEBSITE
PRESENT/VISIBLE POSTED IN PAST 12 MONTHS
PUBLIC CO. CEOs
90%N/A
N/A
38%
0%0%
N/A
N/A
22%50%
40%
2%
66%N/A
N/A
38%
0%0%
N/A
N/A
34%59%
31%
3%
PUBLIC CO. CEOsPUBLIC CO. CEOsPRIVATE CO. CEOsPRIVATE CO. CEOsPRIVATE CO. CEOs
ENGAGED IN PAST 12 MONTHS
COMPANY YOUTUBE
EXTERNAL CEO
BLOG/WEBSITE
SOCIAL NETWORKS
(NET)
PUBLIC COMPANY CEOs
PRIVATE COMPANY CEOs
5THE COMPANY WEBSITE
HOME BASE FOR CEO VISIBILITY
Our defnition of “social” extends beyond social networks. Throughout our years of studying social media and CEO
engagement globally, we have found that social media usage and confdence vary across the world, sectors and
organisational cultures, and we have learned that it behooves us to include the company website in our audit.
Corporate websites are often home for CEO perspectives and company branded content and a platform we still
believe is important to monitor for CEO engagement.
Both public and private company CEOs are likely to have a presence on the company website (90% and 66%,
respectively). The company website provides an indisputable opportunity for companies to enhance the visibility
of their senior leaders. According to GlobalWebIndex, Internet users are more likely to use a search engine when
looking for more information about a brand or product than social networks, mobile apps and video sites.
Company websites are typically one of the top results when searching a company’s name, so it is likely people will
go to the website frst when looking for information about a CEO. It is also the “real estate” executives see value in.
According to our
CEO Reputation Premium
research, 68% of global executives think it’s important for CEOs to
have a presence on the company website, ranking just below speaking at industry conferences and being
accessible to the media. Featuring the CEO across company website pages increases the accessibility of his or
her point of view for all of a company’s stakeholders, especially since not every one of a company’s stakeholders
are social media savvy.
To determine whether CEOs engage on the company website, we looked for messages, pictures and video on the
website homepage, as well as on the “About Us,” careers, diversity/inclusion, and sustainability/CSR pages.
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