After two Americans were killed by ICE agents in Minneapolis recently, the Minnesota Chamber of Commerce rallied more than 60 company CEOs to sign onto a letter calling for de-escalation of the volatile situation. The letter was highly criticized. Critics said the letter was not strong enough. Axios called it “milquetoast.” Would silence have been worse? Certainly the online universe would have filled the vacuum, and likely not with the story these CEOs wanted to share.
I recently read a newly published book, Raising Social Capital: Corporate Advocacy and Impact in a Time of Social Change, by Heather Lamarre and Gregg Feistman. It is a timely topic and deeply interesting reading. As we try to advise executives, and CEOs especially regarding speaking out on divisive social issues, the lessons contained in this book can help you ask the right questions and guide decision processes that are based in mission and values.
It is important to distinguish between advocacy and activism. Corporate social advocacy is when a company publicly supports or promotes a position on a social issue that aligns with its business purpose, values, stakeholders, or operations. Advocacy is values-based, not partisan, and if aligned with core business and stakeholder expectations, can be low to moderate on the reputation and political risk scale. The alignment is the important part here.
Corporate social activism, on the other hand, is when a company actively seeks to influence social, political, or regulatory outcomes—often by taking a public stance on controversial issues, opposing or supporting legislation (through lobbying), or applying economic pressure to drive change. It is action-oriented and carries a higher reputational and political risk, especially in today’s divisive climate.
Crisis and reputation management expert Careen Winters argued in a recent LinkedIn post that it is a time for corporate advocacy; in other words, acting and talking in ways that “are directly connected to the business and its stakeholders..” Winters offers five questions CEOs and boards should consider before they speak out: “1) Who is this for first (name priority audience); 2) What principle are we anchoring to? (e.g., safety/de-escalation/human dignity); 3) What can we do—not just say? (support, flexibility, security, resources); 4) Will this lower internal temperature, or raise it? and 5) Is silence the bigger risk? (what assumptions will fill the vacuum?).”
Communication executives are important strategic advisors to the C-Suite, and thinking and talking about these topics well before an issue arises can help the company respond in a timely, thoughtful and compassionate way that aligns with values and stakeholder expectations.
