(Easy) Lessons That CEOs Can Learn From Queen Elizabeth II
Queen Elizabeth II’s father George VI is generally credited with first referring to the British Royal Family as ‘the firm.’
Whether he meant it sarcastically or strategically will remain unknown. What is clear, however, is that that over her 70 years on the British throne, Queen Elizabeth oversaw a very successful organization with vast wealth and no little amount of influence.
“Even though her position was hereditary, the Queen’s example as a ‘chief executive’ leaves plenty of food for thought and more than one valuable lesson for CEOs of other firms - both large and small - around the world.”
Among them are three simple lessons that the Queen left as part of her legacy at the head of ‘the firm’:
Guard brand value
If there was ever an example of a global brand of the highest order, the British Royal Family fits the bill. The Queen herself was an embodiment of the brand, remaining firm and (mostly) constant in her ways and manners. The traditions and consistency in ‘look-and-feel’ over the various institutions of the monarchy all supported the high standard of the brand.
At times Queen Elizabeth was criticised for not being more outgoing or emotional, but she clearly knew what she wanted the monarchy under her command to stand for - and she stuck to it.
By not getting involved in petty government debates or tricky international politics, the queen protected the Crown’s brand from anything that could cheapen it. Of course, her extended family didn’t always follow her example…
CEOs must do the same as well. While only a handful of executives will have as big an business empire to rule as the United Kingdom and Commonwealth, they do need to be consistent, focus on maintaining the same strong brand presence and refrain from doing anything that would hinder the brand value of their own firm.
Look beyond
Growth and expansion are the inevitable goals of any ambitious CEO. The realm over which Queen Elizabeth ruled experienced much the opposite during her 70 years on the throne. The British Empire disappeared, the dollar supplanted the British pound’s dominance and much of the monarchy’s direct influence was eroded.
And yet even Britain and its queen faced tough times at home, there were opportunities abroad. Queen Elizabeth was savvy enough to realize that by bringing the glitter and the glamour of royalty to far-away places, she could both humanize her public image and create positive headlines. At some of the more difficult times of her reign, a convenient international trip was able to very effectively boost perception and increase her popularity and that of Great Britain as well.
CEOs can take the same lesson for their own companies. Often stepping out - beyond a home market, beyond a strict industry vertical or even beyond the core business itself - can have great effect. Corporate involvement in charity projects, industry associations or other such initiatives can motivate employees. Suddenly showing up in a completely new market, unchallenged and unknown, can spark a new burst of energy.
Don’t miss easy opportunities
Much has been made of Queen Elizabeth’s ability to both remain aloof and proper while still changing with the times. Whatever her true personal feelings - we will probably never know - she did not miss an easy opportunity to promote and support her ‘firm’.
At an advanced age, she filmed a TV spot with Daniel Craig for the British Olympics, undertook a historic visit to Ireland, learned to use Zoom for video audiences. In each case, she did something new and different - but which also very easily improved her standing and perception among her people.
If at any point, she had become truly too ‘stuck in her ways’ to do these things, she would have missed an easy opportunity.
While some CEOs have a tendency to take this lesson to extremes - jumping on each and every single thing that comes along - others leave far too many possibilities on the table. The result is that they show weakness and indecision and block new avenues of growth and revenue.
In the end, guarding brand value and being open enough to evolve and grow when opportunities arise are not easy challenges to combine. But a smart CEO, just like the queen was, will know how to accomplish the task - or learn along the way.