6May2026
For a long time, neutrality was a safe strategy for CEOs. Stay out of politics, focus on business, and avoid controversy. Over the past years, that era has come to an end. Now, silence can be interpreted as a statement of its own.
In our recent podcast discussion, Annika Arras, CEO of Miltton New Nordics, and Thomas Kolster, marketing advisor and author, explored what this shift means for leaders in practice. People are now more divided than ever, yet increasingly expect companies to step in where politics falls short.
That creates a dilemma. Take a stand, and you may alienate customers, employees, or shareholders who disagree. Stay silent, and you risk signaling indifference or a lack of values. Playing it safe is no longer much of an option.
Why CEOs Are Becoming Societal Leaders
The role of the CEO has changed. For decades, the dominant idea – rooted in the thinking of Milton Friedman – was that the primary responsibility of a business is to create profit. Social and political issues were considered the domain of governments, not corporations. But that line has blurred.
Today, companies influence not only markets but also culture, public discourse, and even policy. At the same time, the public’s trust in traditional institutions has weakened. As a result, there are more expectations toward business leaders. CEOs are no longer seen as neutral operators, but as influential figures with both power and responsibility.
As Annika puts it, “we are all politicians.” Politics is about influencing people’s lives, and your company is doing that whether you realize it or not. Your organizational culture is affecting the lives of your employees, for example. This doesn’t mean that every company needs to become an activist, but it does mean that opting out entirely is not an option anymore.
Where Corporate Activism Goes Wrong
Despite good intentions, many companies struggle with corporate activism. The problem is rarely a lack of motivation, but rather a lack of clarity. Leaders may feel pressure to respond to every societal issue, take visible positions, or signal values publicly. But visibility alone is not a strategy.
This is where, as Thomas argues, many fall into what he calls the Hero Trap: speaking out on issues with little connection to the business, customers, or a real ability to drive change. Activism becomes layered on top of the business rather than built into it, and can easily feel performative instead of authentic.
Another risk is treating activism as communication rather than culture. A campaign can be launched quickly, trust cannot. If internal decisions, partnerships, or business models do not support what is being said externally, people will notice. And when credibility breaks, it can be hard to rebuild.
Perhaps that is why the more useful question is not whether leaders should engage in corporate activism, but how to do so thoughtfully. While there is no one-size-fits-all approach to activism, the conversation surfaced a number of principles that can help leaders navigate this tension.
6 Principles for Effective Corporate Activism
1. Start with Your Values, Not the Trend
Corporate activism does not start with a campaign. It starts with the leader. As Annika puts it, the first question is simple: “Who do you want to be?” If your actions are not aligned with your own values, it will eventually show, and customers will be able to tell.
Leaders who navigate this well are consistent in their words and actions. They are not just reacting to headlines or virtue signaling for likes. When you know what you stand for, it’s easier to know when to react and how.
2. Stay Close to Your Business and Customers
One of the biggest mistakes is speaking on issues that have little to do with your business. This is where leaders risk falling into the Hero Trap Thomas was speaking about.
Instead of asking, “What should we talk about?” ask, “Where do we have credibility?” The strongest positions are those that connect directly to what your company does.
If activism can be embedded in the business model rather than added on as an afterthought, it feels more credible and requires less explanation.
3. Pick Your Battles
Not every issue requires a response – but some do. The closer the issue is to your employees and customers, the more risky it becomes to stay silent.
Leaders need to prioritize the topics where they have both relevance and the ability to create impact. This is where values come into play, again. When you’re clear on your values, it’s easier to decide when to take a stand.
At the same time, not every issue needs a statement for you. Trying to engage in every conversation often leads to confusion rather than clarity.
4. Build a Culture of Open Communication
Corporate activism cannot be a top-down message. It has to be lived inside the organization and everyone should be a part of the discussion. At Miltton, Annika describes constant internal discussions about whether a decision or a client aligns with their values.
These are not always easy conversations, but they are necessary. Having your employees on board will be crucial for your activism to succeed. When your culture allows for your employees to challenge decisions and voice their opinions, that’s where real change starts to happen.
Strong positions externally require strong alignment internally, and that starts with a culture of open communication.
5. Align Words with Actions
Talk is cheap. Action is where credibility is built. Customers are not just paying attention to what you say, but what you do.
Every decision sends out a signal to your customers about what you stand for. This includes who you work with, what you prioritize, and where you invest. If those decisions contradict your message, trust will disappear quickly.
Before you speak out, make sure you’re willing to follow through with your words. The backlash from contradictory messages may be worse than staying silent completely.
6. Play the Long Game
Corporate activism does not work on a quarterly timeline. Many companies start strong but lose direction when the pressure builds. They shift, become reactive, and eventually lose credibility.
The companies that succeed tend to do the opposite. They stay consistent. They adapt as society changes, but without abandoning the principles that made people trust them in the first place. They understand that trust is built through repetition, not moments.
Money Wins, But What Kind of Money?
As Thomas points out, the tension is real: in the short term, money often wins. Quarterly results need to be delivered, markets apply pressure, and difficult decisions are rarely made in ideal conditions. But as Annika challenged in the discussion, the deeper question is not whether money matters, but what kind of money you want to make.
Short-term gains can come at the cost of trust, integrity, or long-term relevance. And leaders have to decide what kind of success they are building toward. Is it only performance for the next quarter, or something that can endure beyond the current leadership cycle?
Ultimately, corporate activism is not just about taking a stand on societal issues. It is about leadership itself and about what you choose to protect, what you choose to build, and whether those choices let you sleep well at night.
And perhaps that brings us back to the question posed at the very beginning: Who do you want to be?
Learn More about CEO and Corporate Activism
To dive deeper into the topic, listen to our podcast episode with Annika Arras and Thomas Kolster.
