Lessons in leading and rebranding organizations usually come from the corporate world. But the death yesterday of Pope Francis provides a new source of lessons from the man who led more than one billion Catholics around the globe. His leadership and rebranding legacies could help inspire others who are facing similar challenges at their companies.
As the living symbol of the Roman Catholic Church for the past 12 years, Francis put a new face on the organization by emphasizing his concern and love for children and taking stands on hot-button issues such as climate change, immigration, and Gaza.
An important component of Francis’ rebranding campaign was his role as an activist, such as when he called for the acceptance of gay people.”It was a dramatic departure from the way the previous figureheads of the Holy See and church doctrine had often spoken about gay people, describing homosexuality as “an intrinsic moral evil” and an “objective disorder,” and the relatively accepting tone would go on to become a major theme of Francis’ papacy and, now, his complex legacy,” NBC News reported. He also approved the blessing of same-sex couples by priests.
Francis’ tenure was not without controversy however, such as when he used a slur to describe gays. He was, in a word, authentic. Even accounting for their missteps and controversies, executives who are authentic in what they say and do are more likely to convince others to follow them.
A key lesson is Francis’ masterclass in rebranding was how he ensured that his deeds matched his words. Jensen Savage, CEO of marketing firm Savage Growth Partners, told me via email that Francis “led by example—whether that’s choosing to live in modest quarters or washing the feet of prisoners. It’s not performative, it’s consistent. And that consistency builds deep trust. In a corporate context, leaders who embrace service over status often inspire greater loyalty, collaboration, and long-term impact.”
New CEOs who inherit dormant and staid companies will often take steps to wake up, shake up, and rebrand their organizations. Teynse William, a digitial marketing adjunct professor at the University of Central Florida, told me in an email message that Francis was innovative in how he challenged norms “within one of the most tradition-bound institutions in the world. From climate change to inclusivity, he wasn’t afraid to modernize the message without compromising the mission.”
Building Bridges
To ensure their effectiveness as leaders and the success of their rebranding efforts, CEOs need to connect with others and build bridges instead of walls. Francis exceeded at building those bridges.
“Pope Francis often spoke about the importance of dialogue and creating unity, where he acted as a unifier. He met with world leaders across ideological divides and various religious backgrounds, offering common ground over condemnation, Williams recalled.“In business, leaders can adopt this philosophy by fostering collaboration both within their organizations and with external partners. By breaking down silos and cultivating a culture of collaboration, you can drive collective success for your company—your job isn’t to take sides—it’s to align people behind a shared mission and push them forward!”
Ann Skeet is the director of leadership ethics at the Markula Center for Applied Ethics at Santa Clara University, which is a Jesuit institution. She told me an an email interview that Francis, the first Jesuit pope, helped build bridges three ways.
“The first is his humility, which he used to connect with his followers as if to say, ‘see, I am one of you.’ The second is the way he encouraged connection between people, suggesting that we go towards relationships we have with others, which he captured in the phrase a ‘culture of encounter.’’
The third way was how he shared his vision with others. He “provided a master class in crafting a shared vision, writing early in his papacy about the need to protect and care for our common home, the earth, and exemplifying the good stewardship that all leaders should adopt in their roles,” Skeet pointed out.
Confronting Difficult Issues
In today’s challenging business environment, CEOs are facing a growing number of difficult issues such as AI, DEI, and tariffs that can make their leadership and rebranding efforts even more challenging. How well executives deal with and overcome those challenges can help reinforce their image and credibility—or tarnish them.
There was no shortage of challenging issues for the pope to contend with, including poverty and climate change.
“Pope Francis never shied away from tackling the toughest issues of our time. His courage in facing these challenges head-on serves as an example for executives, who must be willing to address difficult topics and lead their organizations through complex and, at times, uncomfortable transformations,” according to Williams. “Companies today face consumers and stakeholders who demand honesty and integrity. By being transparent, especially during crises, leaders can build and maintain credibility, fostering an atmosphere of trust within and outside their corporations.”
Credibility
CEOs who demand respect simply because of their title make it harder for people to respect them and for their rebranding initiatives to success. That’s because true respect is earned from what executives say, do, and how they connect with others.
“Whether you’re running a global organization or a growing law firm like I do, your ability to lead well depends on how well you connect—with purpose, with empathy, and with truth,” Brittany Truszkowski, the chief operating officer of Grand Canyon Law Group told me in an email message. Francis “modeled servant leadership in a way that transcended religion or politics. He prioritized listening over lecturing, simplicity over showmanship, and people over power. That’s rare in any leadership role,” she pointed out.
Humility And Accessibility
Pope Francis did not let his position and stature create barriers between himself and those he served, which was another was to help reinforce his rebranding efforts. “Pope Francis practiced humility in both his personal life and his leadership. Instead of living in luxurious papal apartments, he chose simpler accommodations. He changed his title from ‘Supreme Pontiff’ to ‘Bishop of Rome’ and was accessible to people from all walks of life,”Phillip B. Wilson, president and general counsel at LRI Consulting Services told me in an email interview.
“Executives who are open to different points of view and want to collaborate can make it easier to connect with employees. As Francis himself said, ‘I like it when someone tells me ‘I don’t agree.’ This is a true collaborator.” Leaders often don’t like to be contradicted, especially in front of others. Francis showed that true leaders don’t believe they have all the answers and are open to disagreement and suggestions from those they lead,” Wilson observed.
“Pope Francis was always open to listening to those around him, even those he disagreed with. [A day] before his death, he met with Vice President J.D. Vance, with whom Francis publicly disagreed over U.S. immigration policy,” Wilson noted.
The death yesterday of Pope Francis casts a spotlight on how he led and rebranded the Roman Catholic Church for the past dozen years. CEOs who are facing their own branding and rebranding challenges could be well served in studying how Francis’ leadership style contributed to his successes.