Chief Communications Officers: Preparing to start your first or next role
Five years ago, Andrew Brown and I interviewed 30 accomplished corporate affairs leaders in the UK and beyond about their approach to taking on a new role. The result was a report that provided a candid look into their collective experience, offering valuable advice to those stepping into the increasingly demanding and strategically important position of Chief Communications Officer (other job titles are available). Today, as we revisit that report, the world has changed dramatically – from the longtail of the pandemic and the rise of AI to geopolitical tensions and a changeable focus on corporate responsibility and diversity. But if anything, the principles shared in that report have grown more relevant, not less. Here’s what stands out five years on.
Understanding the business
The report urged leaders to gain a deep, nuanced understanding of their businesses. Not simply to comprehend the strategy, but to engage with the commercial realities, financial drivers, and cultural dynamics that underpin success. In an environment of constant scrutiny and rapid change, corporate communications leaders must act as interpreters between the boardroom and the world outside, articulating the company’s purpose and decisions in a way that builds trust and supports long-term value creation.
High-performing teams
Over the past five years, the demands placed on corporate affairs functions have expanded significantly, with increased emphasis on digital capability (specifically how we harness AI), stakeholder engagement, and resilience in the face of crises. Leaders who have succeeded have invested in building agile, diverse, and high-performing teams – and demonstrated the courage to make difficult decisions when required, and often with imperfect information.
Strategic planning
If the past few years have taught us anything, it’s that agility beats perfection. We’ve seen that the leaders who thrived were those who built flexible plans and didn’t get stuck in a rigid 100-day narrative. They delivered quick wins, earned trust fast, and stayed nimble enough to pivot when the unexpected happened.
The enduring importance of relationships
Relationships were, and remain, the cornerstone of success in corporate affairs. The importance of speaking truth to power hasn’t diminished, if anything, it’s become even more vital as social and political issues increasingly spill into the corporate realm. Strong relationships with the CEO, board, executive peers, and external stakeholders have proved the difference between merely surviving and genuinely shaping outcomes.
Bringing the outside in
In the age of ESG, AI ethics, and instant digital backlash, bringing the outside in is not optional; it’s mission critical. When a reputation can be shaped in moments, and where societal, geopolitical and environmental considerations increasingly influence corporate strategy, this has become even more important. The best corporate affairs teams now embed data-driven insight, external benchmarking, and stakeholder intelligence at the heart of decision-making, helping their organisations stay responsive and ahead of the curve.
Acting as a business leader first
Finally, the report underscored that corporate communications leaders must see themselves as business leaders first, not only functional experts. Those who have embraced this mindset have played a pivotal role in shaping corporate strategy, influencing outcomes, and contributing to business resilience and growth. They have demonstrated the confidence to engage on issues beyond their immediate remit, providing a unique perspective that integrates commercial and reputational considerations.
Looking ahead
We called our report If Only I’d Known That Then, because that’s how many of the people we interviewed framed their insights. The lessons learned remain as relevant today as they were in 2020. They serve as a powerful reminder that the role of corporate affairs has evolved from managing communications to actively shaping the business narrative and driving strategic outcomes. In the years ahead, success will continue to depend on a combination of deep business understanding, strong relationships, adaptive leadership, and the ability to act as a trusted advisor at the highest level. As we reflect on these insights, one thing is clear: the most effective corporate affairs leaders are not just telling the story, they are helping to write it.
You can find a copy of the report here: Reports – Taylor Birchwood
You can also listen to Andrew and me discussing the findings of the report in this podcast.