Boards must monitor how CEOs and executives present themselves as public and private personas become inseparable
As CEOs increasingly become the public face of their organisations, their personal brands are now inseparable from corporate reputation. Boards must treat them as a critical governance risk, according to the Corporate Governance Institute.
With high profile cases like Jeff Bezos’s lavish 2025 wedding in Venice and Elon Musk’s politically polarising public commentary drawing global scrutiny, the lines between corporate and personal reputation are becoming dangerously blurred. The Corporate Governance Institute is urging boards and governance professionals to take an active role in monitoring how senior leadership presents themselves both inside and outside the boardroom.
According to Ciaran Bollard, CEO of The Corporate Governance Institute, executives today are no longer just strategic leaders. They are brand ambassadors, media personalities and, in many cases, lightning rods for public opinion.
“Boards must be alert to the reputational risks that personal brands can bring. If a CEO’s views or behaviour diverges from the company’s values or public expectations, the damage can be swift, severe and global.”
Bollard points to Elon Musk’s recent endorsement of the right wing AfD party in Germany as an example of how personal views can affect company performance. Tesla reportedly saw a sharp drop in German sales shortly after, prompting concern among staff that Musk’s persona was undermining the brand.
Similarly, Jeff Bezos’s ultra-high-profile wedding in Venice drew protests and global headlines accusing him of insensitivity amid ongoing debates over overtourism and tax justice, with Amazon’s reputation caught in the crossfire.
“These are not isolated incidents,” said Bollard. “We live in an age of hypervisibility. Every executive with a social media account or speaking opportunity is shaping public perceptions of the business, whether they intend to or not.”
While not every leader is as high profile as Bezos or Musk, the risks apply at all levels. Governance professionals must consider how the personal brands of executive leadership, from ESG heads to public facing board chairs, align with company values and stakeholder expectations.
Bollard continues: “The answer is not to silence executives; it is to stay aware. Governance is about anticipating risks, not reacting to disasters. Boards must be proactive in understanding how leaders are perceived and be ready to step in when that perception could compromise the organisation.”
Bollard concludes by advising companies to incorporate personal brand management into broader risk and reputation frameworks.
“This ensures alignment between executive actions and the company’s mission, values and legal responsibilities. Governance is no longer confined to policies and procedures. In today’s environment, where perception shapes value and trust can be lost in a headline, managing the personal brands of leadership is not optional. It is a strategic necessity for protecting an organisation’s long-term reputation and resilience.”