“CEOs are the emperors of global business, overseeing the working lives of millions of men and women, and guiding hundreds of billions of dollars of shareholders’ capital” (strategy+business, 2001).
This statement is true.
And so is this: “Turnover among CEOs at the world’s 2,500 largest companies soared to a record high of 17.5 percent in 2018” (PwC, 2019).
In a customized study Westgate completed in 2018 of CEOs and other C-levels across North America, we found the key success strategy performance is the leader’s ability to embrace and respond to change and manage relationships up
and down the organization. Rapid response to changing local, national, and international market conditions is required for operational success.
We help reduce CEO turnover and optimize board performance using an exclusive personal branding framework for CEOs—
When the board:
1. Is planning a post-bankruptcy IPO to help increase business valuation, improve initial share price, and maximize value.
2. Has or is planning to appoint an internal candidate to the CEO role (who are often first-time CEOs).
3. Needs to raise the company’s visibility outside the organization and industry to pique the interest of investors, customers, suppliers, and other benefactors.
4. Wants to enhance the company’s positioning in the media, the SEC, and the stock exchanges.
5. Is seeking their first institutional investor.
6. Requires a thoughtful exit strategy for key leaders to help them transition with dignity.
When the CEO:
7. Is seeking a dark social digital visibility campaign to grab attention and showcase thought leadership beyond established networks.
8. Is appointed internally and needs to navigate the tricky relationships with an existing team and employees.
When the private equity firm:
9. Works with highly sensitive information and circumstances.
10. Has lost a major customer or shareholder and the CEO's messaging needs to attract new investors.
11. Needs support to make decisions faster and safer.
12. Requires assistance getting employees onboard after a post-merger integration.
13. Needs to respond to shareholder activism and relations with key shareholders.