Hearts & Minds: What if CEOs were treated like cabinet ministers?

They do things differently in politics. In business, when a new CEO is appointed, they are given time to get their feet under the table before they’re obliged to opine. Even internal appointments are afforded that luxury. Not so a new government minister. They are expected to have a complete grasp of all matters in their purview the very moment their appointment is announced. Not only must they have a grip, but they should be prepared to say publicly where they stand on all key matters, what their priorities are. Twenty-four hours after Angela Rayner's resignation last week, more than a dozen senior UK Cabinet posts had fresh occupants - each pouring forth instantly with unshakeable confidence on subjects that, just the day before, were not in their crosshairs.

It is bizarre and a comms nightmare – one misstep from a position of ignorance can see them off to a terrible start, undermining confidence and trust at the outset. Unlike their corporate counterparts, there is no recruitment process; they are asked, told, that the job is theirs and that’s it. What consideration is given to their suitability is open to doubt. Imagine, if publicly listed CEOs behaved in this fashion, if stakeholders demanded they should opine and hit the ground running from the off. Usually, they are afforded six weeks to a couple of months to bed in, during which time they conduct private sessions with investors, visit premises, talk to partners. They may introduce themselves to key customers. Analysts, the media, that comes later. Often, they conduct a review of the company and begin defining the strategy that will shape their term. This is the normal pattern.

Imagine, if it was not like this, if the CEO followed ministers and immediately held interviews, made speeches, answered questions and rushed straight into vital discussions, what then? The market would judge and react accordingly. What is important, though, is visibility. Elected politicians instinctively understand this. They do it as a matter of course, from seeking their own, individual mandates. They know how to relate to their public. It is one lesson business leaders could absorb. Too frequently they hide. Getting out there, shaking hands, greeting, meeting, introducing, is hugely beneficial. They worry they’re required to say something significant. They’re not, it’s about being seen, showing a human face, listening. Actual engagement can come later.

Chris Blackhurst is one of the UK’s foremost business journalists. He was previously Editor of The Independent and City Editor of the Evening Standard.