The research is clear. CEOs and C-suite executives have an important role to play in your communication strategy. The same holds true for government leaders. But the weight their voices carry, and therefore the power of their message is limited.
While trust in corporate executives and government leaders remains higher in the GCC than other regions, your communications strategy should reflect the reality that your stakeholders need and want to hear your story from other voices.
Voices that don’t appear to have the same self-interests they know you have.
This holds true when you are proactively driving an agenda. But it’s multiplied when you are dealing with an issue or crisis.
How powerful is your echo chamber?
How effectively are you activating advocates from outside your core leadership group?
And how quickly can you activate credible, friendly voices in times of crisis?
Your stakeholders want to hear from people like themselves. People they relate to. People they trust.
Shareholders, the investment community, business partners, employees (current and prospective), government partners, social and environmental opposition groups and the community at large will react to a different range of third-party experts.
Your ability to capture and activate credible third parties in your communications strategy is where effective stakeholder engagement meets proactively controlling your search engine footprint.
And in times of crisis, the speed at which you are able to make your echo chamber work for you can make all the difference in the world as to whether your negative news cycle last two days or two weeks.