Executive Coaching in the Brand Ambassador Project: What Matters
Posted: Sun Feb 02, 2025 4:03 am
Visible, approachable social CEOs literally provide excellent role models for all other company members in a brand ambassador project. If the management level keeps a low profile, others often see no reason to expose themselves. But even if the development for CEOs and other managers looks similar to the personal brand strategies of other corporate influencers: the more exposed the person in question is, the more there is to consider in advance in daily work. This article contains information, practical tips and a complete little guide based on my current experience in brand ambassador projects and executive coaching.
Table of contents
Chief Influencers need special support
Always in coordination with the overall communication
Person or organization: Who is speaking here?
Personal brand strategy: Long in existence
Choosing the right channel
The time problem that (almost) all brand ambassadors have
Ghostwriting or no-go?
How to make the transfer to digital a success
Don't forget!
First Steps for Top Brand Ambassadors
Executive Coaching in the Brand Ambassador Project: Typical Components
More on the topic
"There are too few German social CEOs": This sentence, which has been repeated frequently for a long time, seems to be a thing of the past. Visible company leaders such as Sigrid Evelyn Nikutta (Board Member part time data for Freight Transport DB AG/CEO of DB Cargo AG), Tina Müller (CEO Douglas), Volkswagen CEO Herbert Diess , DATEV Board Member Julia Bangerth, Apollo CEO Jörg Ehmer , Birgit Bohle , Board Member for Human Resources and Legal Affairs, Director of Human Resources at Deutsche Telekom, but also younger up-and-coming managers of medium-sized companies such as Dina Reit , successor to her father at SK Laser, are involved in social networks. The business network LinkedIn plays an important role here, but more and more members of boards of directors and C-level executives are also getting involved on Twitter, for example.
This is a positive development, but it should not obscure the fact that in many companies – both medium-sized and large companies – the topic of corporate influencers has not yet really arrived or has only just been initiated. However, the management level plays a crucial role in every brand ambassador project. If fears or reservations from the board and C-level determine behavior in digital media, most employees will not be happy to expose themselves either.
A digital communications strategy can only function sustainably across the entire company if it is promoted by the company management or at least visibly supported. This is because it usually requires a cultural change. However, even today, the management levels of many German companies still have only a limited understanding of digital media and social networks, not to mention active participation. But the change seems to be slowly gaining momentum.
Table of contents
Chief Influencers need special support
Always in coordination with the overall communication
Person or organization: Who is speaking here?
Personal brand strategy: Long in existence
Choosing the right channel
The time problem that (almost) all brand ambassadors have
Ghostwriting or no-go?
How to make the transfer to digital a success
Don't forget!
First Steps for Top Brand Ambassadors
Executive Coaching in the Brand Ambassador Project: Typical Components
More on the topic
"There are too few German social CEOs": This sentence, which has been repeated frequently for a long time, seems to be a thing of the past. Visible company leaders such as Sigrid Evelyn Nikutta (Board Member part time data for Freight Transport DB AG/CEO of DB Cargo AG), Tina Müller (CEO Douglas), Volkswagen CEO Herbert Diess , DATEV Board Member Julia Bangerth, Apollo CEO Jörg Ehmer , Birgit Bohle , Board Member for Human Resources and Legal Affairs, Director of Human Resources at Deutsche Telekom, but also younger up-and-coming managers of medium-sized companies such as Dina Reit , successor to her father at SK Laser, are involved in social networks. The business network LinkedIn plays an important role here, but more and more members of boards of directors and C-level executives are also getting involved on Twitter, for example.
This is a positive development, but it should not obscure the fact that in many companies – both medium-sized and large companies – the topic of corporate influencers has not yet really arrived or has only just been initiated. However, the management level plays a crucial role in every brand ambassador project. If fears or reservations from the board and C-level determine behavior in digital media, most employees will not be happy to expose themselves either.
A digital communications strategy can only function sustainably across the entire company if it is promoted by the company management or at least visibly supported. This is because it usually requires a cultural change. However, even today, the management levels of many German companies still have only a limited understanding of digital media and social networks, not to mention active participation. But the change seems to be slowly gaining momentum.