In examining the integration of personal and business brands, it’s crucial to recognize distinct types of CEOs, each with unique approaches. Having assumed the role of the second type of CEO, I can provide insights within this category.

Here are CEO types:

  • the namesake CEO; and
  • the non-namesake CEO who is open to being the primary (but NOT the only) face of the brand.

Regarding the CEO who isn’t the namesake and has no desire for a public persona — increasingly I think this is less of an option.

1. NAMESAKE CEO

When a CEO chooses to name the company after themselves, the business brand becomes intrinsically linked with their personal brand. While working with these CEO/founders, I present the following questions to establish clear guidelines, aligning their engagement with the board of directors, employees, etc.:

  1. Are you willing to share insights, experiences, and the personal story behind building this brand — both the wins and challenges?
  2. Do you intend to keep investors, shareholders, customers and employees updated on new initiatives, and to what extent?
  3. Would you consider endorsing favorite products by highlighting them or using them, and at what phase?
  4. Is there a desire to incorporate elements of your personal life, such as kids, partner or hobbies?
  5. Are you open to discussing causes you care about, ensuring alignment with company core values?
  6. How do you plan to engage with current events?
  7. Who within the company can represent you as the face of the brand during your absence or in times of crisis?

Based on their responses, I collaborate with the CEO/founder to ensure they’re set up for success, develop strategies to mitigate risks, and collectively ensure consistent value creation.

2. THE NON-NAMESAKE CEO

This category includes both founder/CEO and non-founder/CEO. For the former, similar questions apply as listed above. The following questions are specifically tailored for non-founder/CEOs and something I personally have experienced:

  1. How can you contribute to humanizing the brand?
  2. In what ways do you want to engage more directly with customers?
  3. Which aspects of your life can strategically complement the brand story, considering the potential transition to another CEO?
  4. Who else on the executive team can serve as a trustworthy and authentic voice for the brand?
  5. How do you plan to utilize your voice to inspire employees, distributors and customers?
  6. Are there any topics you find uncomfortable discussing or constrained by investor agreements?
  7. What is the board’s stance on this topic?

In essence, I think it’s an honor to have the opportunity to connect with your customers and invite them into the world of your brand. With that privilege comes responsibility, particularly for the CEO. By being considerate, humble and inclusive, trust can be nurtured, thereby driving genuine value creation.