Leadership Lounge: Advice on When—and How—Leaders Should Weigh in on Social Issues

As a CEO, you’re expected to have a position on climate, on geopolitical instability, on social justice, on regulatory shifts. The pressure is real. Businesses are deemed more trustworthy than NGOs, the government, and the media. And with that trust comes an expectation that you will speak up.

But every stance carries risk. Say too much and you risk alienating stakeholders. Say too little and you risk appearing detached or calculating. Move too quickly and your response can feel reactive.

You cannot weigh in on everything. But silence on issues that matter to your people, your customers, or your communities can be equally damaging. The question is not whether to speak, but when—and how to do so in a way that reflects your values without compromising your leadership or your organization's position.

How do you decide which social issues to take a public position on as a CEO?

Ty Wiggins, Leadership Advisor, RRA: Before you decide, first think about what issues are particularly relevant to you and your business. The CEOs I've worked with tend to fall into three buckets. The first is, I won't comment on anything that isn't directly related to the organization. The middle one is, I will talk about aspects in society that affect my employees, my customers, and the broader community. One of the CEOs that I interviewed recently described her role as not a leader of an organization, but a leader of a community. So, her view was that she would comment on aspects that mattered to that community. The third category is CEOs that feel very comfortable talking about all manner of things. Whether it's aligned with the business or with their own personal agenda. But the latter is where you put yourself most at risk.

What common mistakes do CEOs make when it comes to speaking out, and how can you best avoid them?

Richard Davis, Leadership Advisor, RRA: There are two key errors I see CEOs make. Speaking too soon and improperly using social media. When something bubbles up, a geopolitical event, domestic situation, or a judicial ruling that causes social unrest, I've seen too many CEOs quickly jump on X and make a 280-character tweet. In my view, you should avoid speaking about something purely out of emotions. You need to speak from the heart and the head. Take a breath, wait for sufficient facts to emerge, and speak to people who know more about the issue than you do. Then, and only then, should you craft a statement. It should communicate your position on the issue, why it matters to you and the company, and what you are going to do as a result.

What skills do you need to continually develop and hone as a CEO to be able to speak effectively about social issues?

Laura Mantoura, Leadership Advisor, RRA: You've got to be a great active listener and you need to be considerate. Before you think about taking a particular position, make sure that you've taken into account the different perspectives of your broader stakeholder community. Taking a stance also requires a leader to have courage. A quote from Phil Knight, the former CEO of Nike springs to mind. Speaking about an advert that Nike created for sporting star, Colin Kaepernick, Knight said: “Look, it doesn't matter how many people hate your brand, as long as enough people love it. You can't try and go down the middle of the road. You have to take a stance on something, which is ultimately why I think this ad worked.” The reality of this situation is that taking a stance knocked Nike’s share price in the first few days. But after a year, it added six billion to its brand value.

How important are strong stakeholder relationships when speaking out on a social issue?

Kimberley Archer, Leadership Advisor, RRA: Before speaking out, know your audience and think about your stakeholders: your shareholders, employees, suppliers, customers, and the communities and geographies in which you work. You need to think about who they are and how they'll react, but you also need to engage them. Stakeholder engagement is key, and that includes the board. Don't blindside them—they should be part of these discussions.

About the authors

Ty Wiggins is the global lead of Russell Reynolds Associates’ CEO and Executive Transition practice and the author of The New CEO: Lessons From CEOs on How to Start Well and Perform Quickly (Minus the Common Mistakes). He is based in New York

Laura Mantoura is a member of Russell Reynolds Associates’ Board and CEO Advisory practice. She is based in New York.

Dr. Richard Davis, PhD, is a seasoned industrial and organizational psychologist with extensive experience advising CEOs, private equity investors, and board directors.

Kimberley Archer is a member of Russell Reynolds Associates’ Board and CEO Advisory Practice. She is based in Washington, DC.