Great Thinking, Superb Execution

Are CEOs on Social Media Enabling or Disabling Their Brands?

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CEOs are increasingly using social media to shape their personal and brand image, but are they enhancing or damaging their companies’ reputations? This article explores how CEOs’ social media strategies influence public perception and brand identity.

Ramarko Sengupta

In today’s digital age, there is an increasing expectation for CEOs to be the face of their brands, using social media to engage and build trust with a wide range of stakeholders. Traditionally, Indian corporate culture has been more reserved, but that is changing, with CEOs becoming more vocal online. However, there is a fine line between enabling and disabling one’s brand on social media.

IGNORE, COUNTER OR ADDRESS?

Bhavish Agarwal, CEO of Ola, recently became embroiled in a public spat with comedian Kunal Kamra on social media. Kamra had tweeted criticism about Ola Electric’s customer service, which quickly escalated into an aggressive, personal exchange between the two. What began as a complaint turned into a full-fledged feud, with both parties exchanging harsh words.

This incident serves as a classic case study in crisis management. While Agarwal likely intended to defend his brand, his personal involvement in the feud and his choice of words did more harm than good. Instead of directing the focus on the company’s response, it shifted the spotlight to the personal conflict, which in turn impacted both his personal brand and Ola’s reputation.

Agarwal could have let his PR team handle Kamra’s criticism through official channels, or even responded through his personal account with a more measured, professional tone. A response that was polite, perhaps with a touch of humor, would have defused the situation, making it less about the personal feud and more about the company’s commitment to customer satisfaction. Instead of prolonging the confrontation, this approach would have allowed the controversy to fizzle out.

To make matters worse for Ola, the feud coincided with regulatory scrutiny. Ola Electric received multiple notices from Central Consumer Protection Authority (CCPA) for alleged violations related to consumer rights, misleading advertisements, and unfair trade practices.

GETTING INTO A PUBLIC TANGLE

One of the first Indian CEOs to court controversy on social media was Housing.com’s ex-CEO, Rahul Yadav. In 2015, Yadav, a brash 26-year-old IIT dropout, led a well-funded startup that was often in the news – but not always for the right reasons. He frequently took jabs at fellow IIT-ian founders, such as Zomato’s Deepinder Goyal and Ola’s Bhavish Agarwal, without provocation. Yadav loved to be at the center of attention, but his controversial antics eventually caught up with him, leading to his firing after a series of public missteps, including insulting his investors.

Yadav’s case is another classic example of how CEOs can damage their brand through poor reputation management. He was a loose cannon, and his PR machinery clearly failed to rein him in. His online persona was often arrogant, rude, and careless. One notable incident was when he disparaged Ravi Gururaj, the then Chairman of Nasscom’s Product Council, with the comment, “Ye mote Gururaj uncle har chhoti cheez par article kyu likh dete hain” (“Why does this fat Gururaj uncle write an article about every little thing?”). This was just one of many instances where Yadav took to public platforms like Facebook to attack individuals personally.

Had Yadav wanted to be seen as a bold, young CEO on social media, he could have achieved that with light-hearted, respectful banter. Instead, his communication style came across as unnecessarily aggressive and disrespectful, hurting both his personal brand and that of Housing.com.

In a 2019 interview with Forbes, Yadav admitted that his behavior at the time was immature, acknowledging the damage it caused to his reputation.

WHEN A CLEVER IDEA IS TOO GOOD A THING

For the longest time the Zomato CEO kept his social media presence primarily focused on promoting new initiatives at Zomato. However, over the past one year, he has consciously worked on building his personal brand, stepping out of the shadows to speak at media events, do video interviews, and even appear on The Great Indian Kapil Sharma Show’ on Netflix, with his wife, alongside Narayana and Sudha Murthy. This appearance, in particular, was a masterclass in branding.

While Goyal’s media presence has elevated his personal brand, his social media game has been a mix of hits and misses.

One notable success was his initiative to spend a day as a Zomato delivery person, which helped him better understand and highlight the challenges faced by delivery partners. This was widely appreciated on social media, as it humanized the brand and showed Goyal’s empathy for his staff. However, his social media presence also has its slip-ups.

A major faux pas happened when Goyal announced that Zomato was looking to hire a Chief of Staff who would be required to pay a ₹20 lakh fee and work without compensation for the first year. The announcement sparked immediate backlash. Goyal later clarified that the fee wasn’t meant to be enforced, but was intended to filter out candidates who were genuinely committed and valued the learning experience. Unfortunately, by the time he issued the clarification, the damage had already been done. The announcement was perceived as exploitative and unnecessarily burdensome for deserving candidates, triggering widespread criticism.

For the most part, Goyal has been able to leverage social media effectively. His efforts to highlight the struggles of delivery partners, like being denied access to lifts in malls, have been well-received. Speaking openly about his own struggles with a speech stutter has made him more relatable, portraying him as vulnerable and human—qualities that resonate with the public.

However, the Chief of Staff debacle remains a cautionary tale about the importance of planning and clarity in communication. While it certainly garnered attention, it was the wrong kind. The backlash underscored the delicate balance CEOs must strike between pushing bold initiatives and maintaining public trust.

THE FINE LINE BETWEEN ENABLING AND DISABLING THE BRAND

There are numerous examples of how tone, timing, and delivery can make or break a communication strategy. Recently, Vikram Chopra, CEO of Cars 24, courted controversy with a job post that encouraged people to move from Bengaluru to Delhi. Chopra’s post on X (formerly Twitter) read, “Still can’t speak Kannada after years in Bengaluru? It’s okay. Aa jao Dilli (come to Delhi).” He even added his email address to the post. While certain topics will inevitably invite backlash, the trade-off isn’t worth it for a brand. In a country as diverse as India, where language and migration are sensitive issues—especially in tech hubs like Bengaluru—such comments can escalate tensions and hurt the brand.

On the other hand, there are examples of quick thinking and strategic responses to avoid or even capitalize on others’ missteps. Take Anupam Mittal, CEO of Shaadi.com, for example. In reaction to Goyal’s Chief of Staff fiasco, Mittal took to LinkedIn with a witty post: “All those who can’t afford to pay my friend Deepi 20 lacs, please send me your application. I am looking for a Chief of Staff too, although I don’t know exactly what one does. I figure it can be your first assignment. I want you, but you must be willing to do the following,” he wrote, humorously detailing the requirements, the first being: “Accept compensation from Day 1 > this requirement is negotiable.” Netizens loved Mittal’s clever take. His post garnered over 15,000 reactions, more than 900 comments, and over 100 shares.

In the end, CEOs must understand that social media can amplify their actions—both good and bad. The fine line between enabling and disabling a brand lies in how well they navigate the complexities of public perception. A CEO’s voice should add value, not cause unnecessary controversy. Whether using social media to foster brand loyalty or to engage with employees, the approach should be measured, authentic, and above all, sensitive to the audience.

DISCLAIMER: The opinions expressed are those of the guest author and not of Torque. The author can be contacted at Ramarko Sengupta at ramarko.s@gmail.com

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