Not Every Story Needs a CEO: How Companies Find the Right Voice for Their Messages

March 2026: McDonald’s launches the new Big Arch—two patties, a sesame-poppy seed bun, and extra sauce. CEO Chris Kempczinski can’t resist tasting the burger himself and posts the whole thing on Instagram. Instead of whetting people’s appetites with a hearty bite of the new super-burger, the CEO achieves the opposite. Kempczinski almost seems afraid of the supposedly delicious burger; he takes a cautious, downright timid mini-bite, chews hesitantly, and talks about the “product” the whole time, as if he were presenting quarterly earnings rather than a taste experience. The internet reacts mercilessly: parody videos, memes, and the question of all questions: If even the boss himself doesn’t seem convinced, why should I buy this thing?

Whether the criticism is justified or not, what’s interesting is what people suddenly started talking about: not the message or even the Big Arch—which was, after all, the video’s intended focus—but the messenger, CEO Kempczinski, who was clearly the wrong person for the job.

Almost at the same time, archrival Burger King launched a campaign that puts someone entirely different at the forefront of its messaging. The brand publicly fired its own mascot, the perpetually creepy King, and instead crowned its own customers as the new CEOs. The message is clear: It’s not the corporation that knows best, but the people who eat there every day.

While, of course, Burger King employees will continue to serve as the company’s voice—and it’s not as if only customers will suddenly be speaking on its behalf—the campaign’s message nonetheless deliberately plays on a question that extends far beyond the fast-food industry: Who should actually represent a company to the outside world? The obvious answer is often: the CEO. After all, no one knows the company’s strategy, vision, and goals better than the person at the top. For a long time, it was virtually a given: whoever bears responsibility also speaks for the organization. As the example of McDonald’s unappetizingly demonstrates, however, this is by no means always effective.

By the way: My colleague Linus proved in his master’s thesis that the person speaking is even more important than the content when it comes to the impact of videos.

There Are Many Good Reasons to Let a CEO Speak

Before we rush to dismiss top management just yet: Of course, there are numerous situations in which leaders are exactly the right voices.

Whenever issues arise for which management is responsible, employees, the media, and investors rightly expect management to provide context. A CEO can explain decisions, offer guidance, and demonstrate what a company stands for.

Effective CEO communication makes strategy tangible and builds trust—provided it comes across as authentic and not like a memorized press release.

Julia Beyer, Storytelling expert and Head of Onboarding and Culture at Mashup Communications

A visible leadership is particularly useful, for example, in the following situations:

• Corporate Strategy: Where is the organization headed?
• Major Changes: Why Is Change Necessary, and What Does It Mean?
• Crisis Situations: Who Takes Responsibility and Makes Decisions?
• Values: What is the company’s stance, and why?
• Long-term future topics: What is the team’s vision?

Microsoft, for example, demonstrates that this can work exceptionally well. CEO Satya Nadella has used communication to guide the company’s cultural and strategic realignment over the years. His visibility was not an end in itself, but was closely tied to the company’s development.

It only becomes problematic when this useful role turns into an automatic response.

Not Every Executive Needs To Become a Personal Brand

Ever since LinkedIn, podcasts, and executive branding have become an integral part of corporate communications, it’s easy to get the impression that every executive must be a thought leader, content creator, and public speaker all at once. Those who don’t post regularly, speak on panels, or give interviews are supposedly squandering their potential. But what if that just isn’t the right fit?

There are founders who share their vision with great enthusiasm and thrive on any stage, as our latest Storytelling Report on CEO communication in the construction industry shows. Likewise, there are CEOs who lead outstanding companies, build strong teams, and are deeply passionate about their ideas, but who simply don’t enjoy appearing on camera regularly or maintaining a visible presence on LinkedIn. A perfect example of this is Apple’s incoming CEO, John Ternus, who hasn’t written a single LinkedIn post in his 25 years with the company.

Not every leader needs to become a personal brand. On the contrary: Someone who communicates solely because everyone else is doing it often comes across as less convincing than someone who speaks only when he or she truly has something to say.

Julia Beyer, Storytelling expert and Head of Onboarding and Culture at Mashup Communications

It’s kind of like when someone only takes a bite of a burger (reluctantly?) when a video is being filmed…

Authentic communication therefore sometimes also means consciously taking a step back and letting others take center stage.

The Most Compelling Stories Often Emerge From Within a Company

Very few organizations lack people who have a story to tell. Quite the opposite, in fact. If you take a closer look at a company, you’ll usually discover a whole host of credible ambassadors: people who are passionate about their topics and can explain them with a natural ease that’s hard to fake.

Depending on the occasion, these can be very different people:

• Product developers, when innovations or new solutions are unveiled.
• Experts, when complex topics need to be explained in an accessible way.
• Recruiters or employees, when corporate culture and employer branding are the focus.
• Sales or customer success teams, when customers are involved.
• Customers or partners, when firsthand experiences are key to building trust.

That’s why companies like Bosch, OTTO, and DATEV have been relying on corporate influencers and experts from within their own ranks for years. Not as a replacement for their CEOs, but as a valuable complement. Different voices reach different target audiences and, together, convey a much more complete picture than any single person ever could.

Conclusion: Good Communication Doesn’t Depend On The Highest Title

In the past, the focus was often on finding a single spokesperson to represent the company. Today, organizations are allowed to be more diverse. They can show that there are many people behind a brand, each with their own perspectives, experiences, and stories.

By the way, this also takes the pressure off CEOs. They don’t have to give every interview, explain every technical topic, or take the stage every time. It’s not their job to tell every story themselves. Their job is to give space to the people who are the best storytellers for that particular story.

And that’s what every communication effort should ultimately be about: not looking for the highest position on the organizational chart, but for the right voice to tell the right story.

Key Points at a Glance

• The CEO isn’t automatically the best person to convey every message. What matters most is who can represent an issue in a credible and authentic way.
• Especially when it comes to strategy, crises, or major changes, company leadership should be visible and take responsibility.
• When it comes to specialized topics, innovations, or employer branding, experts, employees, or customers are often the most persuasive ambassadors.
• Not every executive needs to become a personal brand. Anyone who doesn’t feel comfortable on stage or in front of the camera can, with a clear conscience, hand that role over to someone else.
• The most effective corporate communications rely on multiple voices. Different perspectives build more trust than a single brand image.
• The most important question, therefore, is not, “Who has the highest title?”—but rather, “Who can tell this story best?”