Closing the Credibility Gap: Gaining CEO Confidence in Communications

Noreen Pratscher:

‘What should go in the slide deck?’

This was my first conversation with the CEO of a company I had just joined. He had been traveling extensively, was exhausted and wanted to jump right into the tactical work ahead, creating his slides for an upcoming Town Hall.

Rather than dive straight into tactics, I took a step back. I asked him to spend time on helping me understand his broader business priorities: what energized him, what concerned him, and his vision for the future of the company.  That conversation did more than shape one set of slides, it anchored the communications strategy I went on to build. And it positioned me as a strategic partner early on.

I came to the role having done the work, as I had for all my new roles: Researching the industry, market, competitive landscape and business fundamentals, as well as the composition of the leadership team and Board of Directors.

That early CEO conversation provided additional insights that helped me connect communications to enterprise value, focusing on what he cared about as well as the business priorities. These largely overlapped but understanding his thought process helped shape my approach.

Listening to senior leader perspectives and synthesizing them into a communications plan that also incorporated my own insights built credibility with other C-suite members.  I earned my proverbial seat at the table and was viewed as a trusted adviser.

Yet my experience was unique. Research including Edelman’s Future of Corporate Communications study reveals that many CEOs simply don’t trust their communications leaders to deliver at the level the business demands.

Why is that?

At the core, it’s about business fluency and alignment. CEOs expect communications leaders to understand the business enough to interpret the market, including product and competitive positioning; understand the company’s financial drivers;  and connect communications efforts to business performance.  They want someone who can explain not just what comms is doing but why it matters to the business.

To earn CEO confidence, act as a partner, not as an order taker.

That means Comms leaders should consistently ask:

• How is our work supporting business goals?
• What business risks are emerging, and how should we mitigate them through operational adjustments and strategic communications?
• Are we equipping employees, customers and other stakeholders with the context they need to stay aligned and engaged?

This also calls for a shift in how to measure impact. Counting media impressions, employee participation in forums, press release volume or social engagements miss the mark. Demonstrating how communications is influencing employee engagement, brand trust, stakeholder behavior and ultimately, business outcomes is much more meaningful than simply measuring activity.

Communications leaders add real value when they bring clear thinking and solid judgment to the table. More than just reflecting what leadership wants to hear, Comms leaders should have a 360-degree view of the business and the broader landscape to offer well-informed guidance. This is especially true when it comes to navigating emerging trends or weighing in on industry conversations. Sometimes, the most strategic move is advising on what not to do.

To earn and keep credibility with the CEO and other C-suite members, senior comms leaders must demonstrate a deep understanding of the business, align efforts to business goals, operate with strategic clarity and lead with courage. Understanding the business and market environment is essential.

To be viewed as a strategist instead of a tactician, consider:

• Investing in business literacy for yourself and for your team.  This doesn’t necessarily mean going back to school. Conversations with the Finance team and reading a few financial books aimed at non-financial leaders will give you a great start
• Shift thinking from tactical efforts to integrated strategies where earned, owned, and internal are focused on business outcomes.  Even better to partner with HR and Marketing, depending on the target audience, to leverage additional resources in meeting the desired outcome
• Devise a reputational strategy, from company values articulation to stakeholder engagement, that is aligned with business objectives.

So the next time you’re asked, “What should go in the deck?”, your response is reflective of where the company stands today, includes a vision of the future and incorporates a call to action that will have a meaningful outcome for the business.

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Noreen Pratscher is a senior communications strategist and founder of Pratscher Communications.  She serves as strategic counsel and guides clients on aligning communications strategy with business goals.  She helps organizations navigate change and transformation, and delivers programs that impact business performance.  Services include reputation management, brand building and change management.  She is a #weleadcomms honoree. To learn more, visit www.pratschercommunications.com.

Written by: Editor