1. Ketchum Leadership Communication Monitor
March 2012

2. The Ketchum Leadership Communication Monitor:
Background
At a time of considerable uncertainty,
Ketchum’s 2012 Leadership Communication
Monitor study is a response to the global
hunger for effective leadership – political,
corporate, religious or community-based.
The report was informed by the fact that even
the best leadership is impotent if poorly
communicated, but also flawed unless
communication guides its development in the
first place. The study found that effective
leadership and effective communication are,
indeed, inextricably linked.
This study examines attitudes to today’s
leadership around the world and explores the
fundamental role of communication in
informing and delivering that leadership.
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3. The Ketchum Leadership Communication Monitor:
Objectives
This global study starts from the premise that effective leadership is essential to
achieving any of society’s goals – whether in politics, business, spirituality or community-
building. Against this background, it sets out:
1
To assess how today’s leaders – and their
communication – are judged
2 To rank the most important leadership attributes and
communication behaviors of effective leaders
3
To provide practical counsel on a path to more
effective leadership and leadership communication
As such, it will serve as a benchmark to track evolving
perceptions of leaders, what is expected of them and the
required response.
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4. Methodology
Ketchum Global Research & Analytics Markets: N=
and IPSOS fielded a 10 minute online US 319
survey of a representative general UK 308
public sample of 3,759 total
respondents in 12 markets from
France 310
December 14 2011 – January 10, Germany 315
2012. The global margin of error is +/- Spain 321
1.6%, local margin of error is +/-6%. Poland 309
Final data for each market were China 327
weighted by market specific Singapore 309
demographic profiles including India 293
gender, age, region, race and income,
UAE 312
where applicable.
South Africa 320
Brazil 316
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5. EXECUTIVE SUMMARY:
GLOBAL PERSPECTIVE
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6. Global Headline Findings –
Leaders Are Falling Short
1 A crisis in everyissense: Thebyhow they
global
economic crisis matched a crisis
of confidence in leaders and
5 (Still) never trust a politician? Politicians
rank among the worst performers on every
measure, though expectations of their
communicate – a vast gap remains ability to deliver effective leadership are
between expectation and delivery. unmatched.
2 6
An expectation of leadership ... and of Knowledge is power: Knowledge-led
disappointment: The world is still looking industries, including technology, media and
to leaders in difficult times, but the public telecommunications, top the leadership
expects to be let down more in 2012 than table, with consumer goods bringing up the
2011. rear.
3 7
Talk to me! Leaders across all categories A disillusioned West: Europeans and
score nearly as badly on communication – Americans are more unhappy with their
yet effective communication is seen as leaders than are respondents from
critical to effective leadership and business emerging markets.
success.
4
Doing the business: Corporations come
out on top as both leaders and as
communicators, with bankers making the
top-5.
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7. Global Headline Findings –
A Blueprint for Effective Leadership
1 Close the say-do gap: The world wants more
than just a story. Leading by example, making
the tough decisions and showing grace under
5
The way to be seen as trustworthy is to be
trustworthy: For companies, trustworthiness
trumps even attributes such as quality of
pressure are all vital attributes for great management, financial strength and innovation
leaders. as representing the mark of true leadership.
2
Strong, silent types need not apply: Clear,
6
transparent communication - including Let them look you in the eyes: Personal
admitting mistakes - is imperative to presence and involvement in communication
effective leadership. are key sources of leadership credibility.
3
Don't sugar-coat it: People seek leaders who
Traditional is traditional for a reason: Personal
7
are willing to be honest about the challenges
ahead, rather than holding back to avoid presence through speech-making, broadcast
sparking fear. media and print media prove more effective in
establishing credible leadership than
advertising, social media and digital channels.
4 Listen, analyze and adjust: Having adaptable
leadership and communication styles are
viewed as critical elements for demonstrating
true leadership.
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8. LEADERS ARE
FALLING SHORT
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9. Globally, Perceptions of
Effective Leadership Lacking
• Across the globe and categories of leaders, leadership is lacking.
• With one-third stating they demonstrate effective leadership, business leaders are perceived as the most
effective leaders.
Demonstrate Effective Leadership:
Poor Excellent
Types of Leaders Net
B3B (0-2) T3B (8-10)
Business 9% 36%
+27%
Non-profit organizations 10% 26%
+16%
Political 21% 25%
+4%
Religious 18% 25% +7%
Sports 16% 23% +7%
Local community 12% 22% +10%
Celebrities 22% 19% -3%
Q1. To what extent does each of the following categories of leader demonstrate effective leadership?
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10. Leaders Underperform on Expected Behaviors
• A global unifying trend is a large gap between the importance of these behaviors and actual
performance by leaders – all are below expectations.
• On average, there is a 28 percentage point gap between the expectation and the ability
of leaders to meet that expectation.
Expectation Business Political Top3Box
Religious Non-profit Local Community (8-10 rating)
Sports Celebrities
80% Expectation of
70% performance
60%
50%
40%
Perceived
30% performance
20%
10%
0%
Q3/4. Listed below are specific behaviors often seen as being characteristic of effective leaders. When it comes to being an effective leader, how important is it to demonstrate each
of the following characteristics or behaviors? Please use a scale where 0 is not at all important and 10 is extremely important. How does each leader type perform on attributes?
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11. Many Find Leaders Failed in 2011
In the past year, business figures demonstrated the most effective leadership.
• One-fifth of the global population think no leaders demonstrated effective leadership in the past
year.
• Insignificant difference between ratings of domestic and international leaders
50%
44%
40%
Most Effective Leadership
40%
32% International
30% 28% 27%
30% Domestic
25% 25%
22%
20% 20% 19% 20% 20%
20% 18% 18%
10%
0%
Business Political Non-profit Sports Local Religious Celebrities None
community
Type of Leader
Q13. Looking back at 2011, which three categories of leader best demonstrated Q14. Looking back at 2011, which three categories of leader best demonstrated effective leadership
effective leadership internationally over the past year? Select up to 3. domestically over the past year? Select up to 3.
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12. Leaders Don’t Consistently Exhibit
Leadership Behaviors
• Business leaders are rated highest on leadership performance, especially on
Top three leadership behaviors concerning action.
• Religious leaders are considered the best at communicating about their
behaviors that leader organization.
• Even at their best, celebrities, politicians and community leaders are lagging
categories exhibit: in their ability to act as effective leaders.
Type of Leader
Non- Local
Demonstrates well (8-10) Business Political Religious Celebs Sports
profit community
Making tough decisions 49% 34% - - - - -
Demonstrating an ability to show results 48% - - - - 28% 42%
Providing a clear overall, long-term vision 45% - - - - - -
Handling controversial issues calmly and confidently - 33% - - 33% - -
Using inspirational rhetoric - 33% 40% - - - -
Telling a compelling story about organization - - 39% - - 27% -
Bringing out the best in others - - 37% 43% - - 34%
Leading by example - - - 44% 34% - 38%
Communicating in an open and transparent way - - - 43% - - -
Ability to work with different personality styles - - - - 33% 32% -
Q4. Now, thinking about those same characteristics, please tell us you how well you feel each of the following demonstrates each characteristic or behavior.
Please use a scale where 0 is does not demonstrate at all and 10 is demonstrates completely.
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13. Increased Confidence in Business Leaders Over
Past Year, Drastic Lack of Confidence in Politicos
One-third of the globe has more confidence in business leaders now than they did a
year ago while almost half have less confidence in political leaders.
Level of Confidence in Leaders Now Compared to 2011:
Types of International Less More
Leaders Confidence Confidence Net
Business 25% 35% +10%
Non-profit 20% 32% +12%
Local community 28% 29% +1%
Sports 29% 24% -5%
Religious 33% 24% -9%
Political 47% 23% -24%
Celebrity 33% 22% -10%
Q17. Do you have more, less or the same confidence today as you did a year ago in the ability of the following categories of leader to navigate the
world through difficult economic times internationally?
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14. Still, Political Leaders Expected
to Pave Way in 2012
Even though just 25% feel political leaders are
effective,
63%
say they are the ones whose navigation through
difficult economic times will be very important, while
60%
say business leaders, and
36%
say local community leaders.
Q16. How important will effective leadership from each of the following be in terms of navigating through difficult economic times?
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15. Effective Communications at the Core
of a Great Leader
Unanimously around
the globe, people agree:
48% 48% say
84%
give effective of the globe says
communication a Communication communication is
10-out-of-10, the important to great
highest possible rating
of importance
= 10 / 10 84% say
Communication
leadership
= 8-10 / 10
Q8. Generally speaking, how important is effective communication to great leadership?
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16. Business Leaders Most Effective Communicators
• Global citizens judge leadership types as comparatively equally effective
communicators – except for business leaders, who lead the pack.
• “Fame and flash” does not equate to effective communication, as celebrities and
athletes are seen as least effective communicators.
Effective Communicators
48%
39% 39% 38%
35%
30% 29%
Business Political Non-profit Religious Local Celebrities Sports
community
Type of Leader
Q9. Now, thinking about each of the following categories, how effective is each category of leader in communicating?
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17. Business Leader Communication Closely
Tied to Perceptions of Leadership (Global Data)
Effective Communication
Investing Intent • There is a distinct relationship
44% between a leader’s ability to
Recommending Working at Company communicate and perceptions of
43% that leader’s effectiveness.
Purchase Intent • Effective business leader
43%
communication has the most
The Benefit of the Doubt in a Time of Crisis impact on intent of investing in the
38% company.
Strength of Correlation
0-.20 low
50% of effective leadership is linked to effective .21-.30 med-low
.31-.40 medium
communication. .41-.50 med-high
.51-.60 high
Q1. To what extent does each of the following categories of leader Q5. For business organizations, on a scale of 0 to 10, where 0 is not at all important, and 10 is extremely
demonstrate effective leadership? important, how important is your perception of company’s leader and leadership when it comes to …
Q8. Generally speaking, how important is effective communication to great leadership?
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18. Knowledge Industries Demonstrate
Greatest Leadership
Industries demonstrating very effective leadership:
Technology
Media
Telecommunications
Trust Summary Banks Distrust Summary
Energy
Financial services
Automotive
Entertainment
Food & Beverage
Pharmaceuticals
Biotech
Retail
Transportation
Insurance
OTC healthcare
Spirits 21%
CPG 20%
Q2. To what extent does each of the following industries demonstrate effective leadership?
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19. Europe Unsatisfied with Leaders,
US Less So, While China Has Few
Complaints
Eastern hemisphere finds 2011 a year of effective global leadership –
West disagrees.
• Almost a quarter of Europeans and Americans find that no international leaders
demonstrated effective leadership in 2011. The same is true for only 6% of
Chinese.
• Europeans and Americans rate political and business leaders especially low
on 2011 effectiveness, Chinese rate both much higher (political: 25%
Europe; 32% US; 59% China; business: 52% China; 32% US; 35% Europe).
Chinese hold all leaders in high regard – and are much more likely to say
business and political leaders are effective than Americans and
Europeans.
• Compared to the US and Europe, Chinese find business figures very effective
leaders (53%; 28% US; 27% Europe) – the same is true for political leaders (61%;
18% US; 20% Europe).
• Europeans perceive most leaders as lacking effectiveness, especially political
(20%; 18% US; 61% China) and religious leaders (16%; 46% China; 27% US).
• Americans have more neutral perceptions of leaders – often finding leadership
effectiveness sufficient but not excellent.
• Compared to Europeans, however, Americans rate religious leaders as
effective (27% US vs. 16% Europe).
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20. Americans Expect More from Leaders –
But Have Less Confidence in Their Performance
Americans have higher expectations of leadership than regional
counterparts.
• Compared to Europeans , Americans and Chinese heavily favor
action-oriented leadership characteristics. Making tough decisions,
leading by example and admitting mistakes are all extremely
important to leadership.
• Making tough decisions (79% US; 64% China; 66% Europe;)
• Leading by example (76% US; 73% China; 63% Europe)
• Admitting mistakes (74% US; 70% China; 61% Europe)
Americans and Europeans have less confidence in leaders now than
they did a year ago.
• While 18% of Europeans and Americans have more confidence in
domestic political leaders now than a year ago, almost triple the
amount have less confidence (50% US; 54% Europe).
• On the other hand, the majority of Chinese (46%) have more
confidence in their political leaders.
• The same is true for business leaders – one-third of Europeans (35%)
and Americans (33%) now have less confidence (vs. 15% China).
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21. A BLUEPRINT FOR
EFFECTIVE LEADERSHIP
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22. Approach to Identifying Drivers of Leadership
To identify the characteristics and behaviors that matter most to the public’s perception
of leaders, we employed a statistical analysis to link overall perceptions of leaders and
specific leadership characteristics and behaviors. To determine what matters most, we
bucketed results four distinct categories described below.
Hidden Drivers Key Drivers
Things that people don’t explicitly state as being Things people say are important to effective
important, but are highly correlated to perception leadership and are highly correlated to perception
that a leader is effective. that a leader is effective.
Table Stakes
Relatively Unimportant Things people see as “must haves” for a an individual
to even be considered an effective leader. These
Benefits that are not important in shaping
items are often considered table stakes, but do not
people’s perception of effective leadership.
drive perceptions of effective leadership.
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23. Leaders Should Focus on Results-Driven Behaviors
(Global Data)
Numerous attributes are key drivers of leadership effectiveness. Behaviors considered
especially important to leadership effectiveness concern keeping a level head in times
of stress, such as making tough decisions and handling crises calmly and confidently.
Key Drivers
Hidden Drivers • Making tough decisions
• Provide clear overall, long-term vision • Handling controversial issues or crises calmly
• Ability to show results and confidently
• Ability to delegate responsibility • Bringing out the best in others
• Ability to work with different personality styles
Table Stakes
Relatively Unimportant • Leading by example
• Inspirational rhetoric • Admitting mistakes
• Telling a compelling story about their • Communicating in an open and
organization transparent way
Q1. To what extent does each of the following categories of Q3/4. Listed below are specific behaviors often seen as being characteristic of effective leaders. When it
leader demonstrate effective leadership? comes to being an effective leader, how important is it to demonstrate each of the following characteristics
or behaviors? Please use a scale where 0 is not at all important and 10 is extremely important. How does
each leader type perform on attributes?
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24. Leaders Underperform on Expected Behaviors
• A global unifying trend is a large gap between the importance of these behaviors and
actual performance by leaders – all are below expectations.
• On average, there is a 28 percentage point gap between the expectation and the
ability of leaders to meet that expectation.
Expectation Business Political
Religious Non-profit Local Community Top3Box
Sports Celebrities (8-10 rating)
80%
70% Expectation of
60% performance
50%
40% Perceived
30% performance
20%
10%
0%
Q3/4. Listed below are specific behaviors often seen as being characteristic of effective leaders. When it comes to being an effective
leader, how important is it to demonstrate each of the following characteristics or behaviors? Please use a scale where 0 is not at all
important and 10 is extremely important. How does each leader type perform on attributes?
24 | 10.04.2012

25. Important for Business Leaders to Communicate in
Times of Crisis and Concerning $$
BOTTOM LINE
Crisis response
Financial results
Most important State of the business
areas for STRUCTURE
business Employee matters
Governance policies
leaders to Company structure
personally
communicate: INITIATIVES
Marketing products/services
Environmental matters
Q12. Which of the following areas of a company are most important for a business leader to be personally involved in communicating?
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26. Honesty Most Important in Restoring Confidence
• More than anything, and in line with the top leadership attribute of transparent
communication, global citizens want their leaders to be honest about challenges ahead.
• Clear visions for survival are also deemed essential to restoring confidence in 2012.
Be open and honest about the nature and scale of the 56%
challenge ahead
Provide a clearer overall vision for how economies, 48%
businesses and other organizations can survive
Listen and consult more to help find elusive solutions 44%
Seek collaborative solutions to challenges, rather than
going it alone 43%
Focus less on overall vision and rhetoric, and more on clear
plans of action 41%
Be cautious about spelling out challenges and worst cases,
for fear of damaging already fragile confidence 17%
Q15. What do you believe leaders need to do in 2012 to restore confidence during challenging economic times? Select up to 3.
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27. Adaptability Is Optimal for Leadership Style
The Director: One-way authority,
where leader defines tasks and
roles for others, but retains
responsibility for outcomes.
12%
The Situational Leader:
Leader uses all of the
above, adjusting the behavior
to the best outcome for the 45% 19% The Listener: Leader gets input from
situation. followers, then defines tasks and
roles, retaining responsibility for
outcomes.
11%
13% The Delegator: Leader works with
followers to define tasks and
The Partner: Leader and followers work roles, then delegates responsibility
together to define roles and to assign to followers.
responsibilities.
Q6. Which option best describes the leadership style of an effective leader?
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28. Situational Communication Style
Optimal for Leaders
Variety of messages according Uses all three communication
to each audience's styles, adapting them to the
demands, gaining their particular situational need
commitment to the overall
intended direction 18%
36%
Central message to
different 23%
audiences, taking
particular needs into
account, allowing for 24%
alignment of their Consistent clear
situation to the message, giving
central goal direction from
the center to all
audiences
Q7. Which option best describes the optimal communications style of an effective leader?
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29. Trust and Quality in a Company
Determines Leadership
Rated among top five
Most important Attributes
most important
attributes for a Trustworthy 46%
Quality products/services 43%
company to be A good place to work 35%
described as a Customer service 35%
Quality of management 34%
leader: Financial strength 33%
Ethical business practices 33%
Innovative 29%
Respect 28%
Corporate social responsibility 28%
Environmental responsibility 28%
Customer-focused 27%
Commitment to communities 18%
Diversity 15%
Philanthropic/Charitable 10%
A19. Listed below are some attributes that might be used to describe a company. For a company to be considered a leader, how important
would it be for it to demonstrate the following attributes? Select up to five (5).
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30. Opinions of Credibility Formed by
Hearing and Seeing Leaders Speak
Sources View as credible
Physical presence is key: In-person contact 50%
Most credible communication Televised speech 43%
sources include physically seeing a Broadcast media 41%
leader speak; in-person contact, Print media 38%
televised speech and broadcast Word-of-mouth 38%
media. Press releases 37%
Financial publications/analysts 34%
Company website 25%
Online media/blogs 20%
Traditional communication tactics Facebook 16%
like press releases and word-of- Advertising/Commercials 13%
Other social media platforms 10%
mouth are also viewed as credible
Brochures 10%
sources, more so than online Twitter 8%
channels. Web chats 8%
Q10. When forming your opinions about leaders and leadership, which of the below sources do you view as credible? Please select up to 5.
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31. Although Effective Leadership Is Low, Trust in Many
Leaders Still High When Quoted in Media
• Political figureheads face a large gap in trust when quoted in the media.
• Business leaders are found to be very trustworthy, second only to non-profit leaders.
Level of trust when quoted in media:
Net
Types of Leaders Distrust Summary Trust Summary
Non-profit 27% 73% +46%
Business 36% 64% +28%
Sports 37% 63% +26%
Local community 40% 60% +20%
Religious 46% 54% +8%
Celebrity 56% 44% -12%
Political 69% 31% -38%
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32. Moving Forward in 2012 and Beyond:
Regionally
While all regions principally demand openness about the nature and scale of
the challenge in 2012, other actions differ by region:
The US wants action – Europe and US want China wants a strong
leaders to focus less on honesty – leaders to be direction – leaders to
vision and rhetoric and open and honest about present a clear vision
more on clear plans of the nature and scale of for how economies and
action. challenges ahead. business can survive.
(49%; 39% Europe; 37% China) (52%; 57% US; 43% China). (54%; 44% US; 41% Europe).
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