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  • Marta Carrió 9:00 am on January 24, 2014 Permalink | Reply
    Tags: CEO, , , ,   

    The Social and Empathetic CEO 

    Note from the editor: A few months ago on this blog we reflected on why it’s important in businesses for the CEO to be the first in adopting a social attitude, in order to be followed by the rest of the team. Today we bring you this article that Marta published before in her blog to study in depth this idea.

    A few days ago I introduced standing trends for this 2014 year.  One of the most important is going to be the socialization of CEOs, understood as direct intervention in social networks, contributing ideas, projects and concepts, giving opinions about relevant topics for business, the sector and/or of general interest, thus answering their audiences’ comments.   

    This made me reflect on the the importance of empathetic listening so that this socialization positively reverberates on the CEO’s reputation and his/her organization. As well as the effectiveness of his/her leadership and the message he/she wants to broadcast.

    As I point out in my book, both within and outside of social networks, CEOs have to begin to really worry about what other people say, what opinions they have and what they are interested in and worried about. In this sense, empathetic listening requires comprehension of the situation and the perspectives of the people involved in a conversation. 

    Empathetic listening is related to acting in a certain way. In the first place, being capable to recognize all of the verbal and non-verbal signals of people who participate in a conversation. It implies paying attention to what others are not directly saying, thus understanding and recognizing their feelings.

    In a “social” context, given that many of these signals are lost since it is impossible to receive information through all senses, knowing how to process information will be a fundamental element. To process means understanding the meaning of messages and keeping track of the different points of a conversation. (More …)

     
  • Ana Asuero 9:00 am on July 5, 2013 Permalink | Reply
    Tags: CEO, , , ,   

    CEOs need to become Social CEOs 

    Estimated reading time: 5 minutes

    Social CEO Infographic by CEO.com

    At a moment in which our personal and professional lives have become social, asking ourselves if CEOs need to use social media is pointless. The answer is absolutely.

    The CEO must be the first to adopt social attitudes to be followed by other employees. Management must be the first to be convinced about the benefits of being a social company in order for those ‘social genes’ to extend to the entire organization. If CEOs aren’t present in social media, they will be hard-pressed to get this type of internal communication to extend throughout the company.

    However, there are CEOs who continue to resist being social. An investigation states that only 29.7% of the CEOs on the Fortune500 are present in a social network.

    (More …)

     
  • Marta Carrió 9:00 am on November 22, 2012 Permalink | Reply
    Tags: CEO, , ,   

    The social CEO: a frame of mind 

    Estimated reading time: 3 minutes

    Editor’s note: Today we’d like to introduce a new blogger: Marta Carrió. She is a Doctor of Corporate Reputation (UPF), has an Executive MBA from ESADE, an Official Master’s in Social Communication (UPF), and a Master’s in Marketing Management (UPF). A technical analyst of behavior in social networks (COLPIS), she is a partner in Plan, a consultancy company specializing in the measurement, analysis and management of corporate reputation in on- and offline environments. Welcome!

    I like following and retweeting posts by Leslie Gaines-Ross, a well-known reputation strategist at Weber Shandwick. In her last post she shared what, according to her, and also in my opinion, being a “social” CEO means. Her comments are based on the post that Spencer Rascoff, CEO of Zillow -one of the leading portals about real estate in the United States-, published on his blog, in which he explains what being a social CEO means for him. This is an extract of Rascoff’s words:

    “This caused me to ponder what it means to be a social CEO. Yes, it means that I participate on Twitter, Facebook, Pinterest and, of course, on my two blogs. But it goes beyond that, it’s a state of mind. Being a social CEO means that I’m always accessible – to my employees, our advertisers, our business partners, and our users.

    I was worried that when Zillow became publicly traded, we might have to reduce our “socialness”. But I’ve worked hard to maintain a social culture in the company. And it has been less difficult than I expected. True, there are plenty of topics that are off limits: financial results, forward-looking statements, and the like are all no-nos. But I’m always permitted to talk publicly about the company and our strategy, and to engage in discussion and debate about Zillow and the industry. I think CEOs who choose not to participate in social media are being cop-outs. If they don’t want to use social media, that’s fine. But don’t blame the lawyers for what happens as a result.”

    As Gaines-Ross and Rascoff himself point out, being a social CEO is a state of mind, one common to executives who understand that reputation risk is entirely related to -in the majority of cases- strategic decisions that organizations take. And, in short, ultimately it is management that is responsible for safeguarding the company’s reputation.

     
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