This page collects some of the most important things we believe at TLP

These beliefs shape the way we see the world of CEO communications and strategy:

CEO communications

  • Great communication to stakeholders (employees, investors, customers, partners and regulators) is the most important job of the CEO. The best strategy in the world is only as good as the actions taken by the CEO’s stakeholders to implement that strategy. Communication is how the CEO translates strategy into action.
  • Great communications have a disproportionate impact on company success in mid-stage companies. In very early-stage companies, the key success factor is product/market fit. In steady-state late stage companies, the key success factor is the financial metrics. In between early stage and late stage (and it’s a big gap), the key success factor is the story that connects the metrics to the vision.
  • If a stakeholder doesn’t trust the CEO, they will never trust the organisation. No-one will deal with an organisation that they don’t trust.
  • More than ever before, there is an expectation of authenticity in CEO communications. The growth of social media has pulled down the barriers around brands and celebrities.
  • There have never been so many competing distractions for the attention of key stakeholders (customers, investors, employees). To capture and maintain their attention a CEO must be entertaining and interesting.
  • There are no silos in today’s communication environment. A CEO cannot have multiple messages for multiple audiences. Every message must be internally consistent.
  • A CEO must be proactive, not solely reactive in communications.

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