Views on the CEO as Chief Advocacy Officer

Today’s CEOs  —  sector and industry notwithstanding  —  have to take on many more complex roles thCEO Blogan before.  As chameleons adapt to every unique environment they are in, CEOs need, and are expected to possess a vast array of professional competencies balanced with strong personal characteristics to succeed in their roles.  Experienced leaders know full well that as the Chief Executive Officer you must also be the Chief Advocacy Officer of any organization you serve.

We look to today’s leaders to have an equal amount of personality to match their business acumen.  Giving a passionate speech is just as important as reading a balance sheet.  Staff, at all levels, look to their CEO to be not only a positive role model for the organization, but also their ultimate champion.  Leaders must look beyond the boardroom and remember to visit the shop floors, go to see all of their operating sites, show up at staff retirements and picnics; show interest in your staff teams and advocate for them when you can.

Organizational cheerleading is a lost art form and one that many CEOs should be embracing, and realize that more and more boards are searching for these types of talents and traits in their leaders.

The CEO needs to be the face and the voice of the organization, as well as their cheering section.  They need to be prepared to both internally and externally to articulate and live the vision, mission and values of the organization.  And, in advancing their company, need to spend as much time applauding the merits and importance of their people as they do rooting about the value of their product or services.

After all, if you, as the CEO, are not your company’s ultimate champion, then who is?

Article was originally written for www.boardroommetrics.com.

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