Are you (really) the strategic partner you think you are?

by Louise Thompson:

Many senior communications leaders still find themselves marginalised in strategic discussions and decision making. And this comes at a time when you would think our skills, insight and expertise would be more in demand than ever, as businesses and organisations face into the “era of mistrust” (Edelman Trust Barometer 2024).

But in fact, sobering Weber Shandwick research reveals only 17% of senior executives have confidence that their communications functions are well-prepared to tackle the current volatile environment.

In short, comms leaders aren’t always seen as the strategic business partners we aspire to be.

The question is: Why?

Let’s be brutally honest. If you’re struggling to be taken seriously, the issue isn’t always outdated hierarchies or leaders who “just don’t get it.” Sometimes, the real problem is that communications professionals themselves aren’t positioning their role strategically.

I know. It’s hard to take isn’t it? But honest self-reflection is the foundation of every effective business leader, so get ready to take a look in the mirror…

Consider these questions (honestly!):

• Are you speaking the language of business (or comms jargon?) CEOs and boards speak in terms of revenue growth, shareholder value, risk mitigation, talent/succession pipeline and market differentiation. Are your reports and presentations reflecting these types of priorities? If your successes focus on the number of press releases, media hits, or internal campaigns delivered without tying them to tangible business outcomes, you’re likely reinforcing the perception of communications as tactical support rather than strategic leadership.
• Are you driving outcomes, not just outputs? High levels of activity don’t automatically translate to high impact. Yet we often confuse “busy work” with “strategic work” don’t we? Publishing 10 internal newsletters or securing 20 media hits this quarter might look impressive on paper, but if it’s not tied directly to employee engagement, reputation scores, customer retention, or revenue growth, then we may be guilty of hitting the target and missing the point.
• Are you being proactive or reactive? Too often, communications teams fall into the trap of responding to crises or leadership requests, instead of shaping the narrative proactively. Strategic leadership means anticipating challenges, offering solutions before they’re asked for, staying focused on what drives real value, and driving the discussion rather than simply reacting to it.

Having answered these questions for yourself, do you spot any challenges or areas for development with your own approach as a comms leader?

The mindset shift: from tactical operator to strategic leader

Early in my own leadership career, I was scoring pretty low on the answers to those three questions. I had the “title” of Director of Communications, but not the strategic influence. I found myself stuck in a functional role, despite sitting in the boardroom. I wasn’t speaking the language of the leaders around me, nor was I able to connect my work to the business outcomes they cared about. I was feeling frustrated and isolated.

The turning point came when I underwent some pretty challenging leadership development, where I was asked to reflect on my own approach and impact as a leader. I had never taken the time to do this before! Just carried on regardless up the functional career ladder.

That process (hard though it was at the time), enabled me to shift my perspective. I stopped viewing leadership as a position of authority or a “title” and started seeing it as an opportunity to influence outcomes strategically, in a way that was at once authentic and effective.

How to shift into strategic mode

If you’re ready to do the same in your comms career, here are three of the things that worked for me as I transitioned from functional leader to strategic partner:

1. Align communications with business strategy

Every initiative should connect directly to organisational priorities:

• Track a clear connecting line between your work in comms and the vision for the organisation (I call this the “Golden Thread)
• For example, instead of “We secured 50 media placements,” say: “Our media outreach helped position our brand in front of key investor audiences, supporting our latest funding round.”

2. Use data to prove your value

Data could be your ticket to the decision making table:

• Track how comms initiatives correlate with business KPIs (e.g., employee engagement scores, NPS, brand reputation indexes).
• Present insights using language that resonates with decision-makers, focusing on ROI, growth potential, and risk mitigation.

3. Challenge your self-limiting beliefs

Many comms leaders unconsciously reinforce their own limitations. If you feel like an outsider in strategic conversations, ask yourself:

• What am I doing to project my expertise as strategic, not operational?
• Is my communication clear, concise and compelling?
• Am I offering solutions that align with the business’s goals?

Leading beyond the press release

Being taken seriously as a communications leader is about proving your strategic worth through actionable insight, authentic leadership presence and being able to connect the dots to what really matters for your organisation.

And we need effective and courageous comms leaders now more than ever.

So my challenge to you is this:

What are you willing to do differently in service of that goal?

Photo by JESHOOTS.COM on Unsplash

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Louise Thompson coaches senior communications leaders to help them lead with confidence, credibility and purpose. With a 20 year career in Corporate Communications, and multiple Director of Communications roles under her belt, Louise is a trained and qualified leadership coach with the Institute of Leadership & Management, enabling communications professionals to overcome any self-limiting beliefs and take ownership of their leadership journey. She is a Strategic Columnist and a #WeLeadComms honoree.

Written by: Editor