The Rise of Executive Communications
In today’s business environment, the expectation for CEOs to communicate clearly, credibly and consistently has never been higher. Gone are the days when a business leader could simply say “no comment” and move on. Whether addressing shareholders, regulators, employees or the public, communication skills are a core part of the leadership brief – not a “nice to have”.
Modern CEOs are expected to speak confidently on a wide array of complex topics: geopolitical risk, climate change, diversity, ethics, AI, and more. These issues are rarely simple, yet the expectation remains: leaders must engage authentically, thoughtfully, and visibly. Transparency and trust are at stake, and the risk of getting it wrong can be significant. Fortunately, leaders don’t have to navigate this alone.
Over the past five years, and certainly in a post Covid world, where the importance of authentic and strong leadership has never been so tested, the role of the head of executive communications or speechwriter has evolved significantly. Once confined to writing high-profile speeches or drafting annual report forewords, these professionals now often help shape the strategy and voice of the organisation. Today’s leadership communications advisors bring a combination of analytical sharpness, writing excellence, strategic vision, and emotional intelligence, and when done well, their support helps CEOs to provide clarity, drive engagement, and protect reputations.
Robert Coppin, Director of Content and Speechwriter to the CEO at Nokia, says:
“The media landscape has never been more congested or as fragmented, and as a consequence it is getting harder for traditional corporate communications to cut through. The voice of the CEO can help. Hearing one person talk about an organisation’s strategy and delivery can have an outsized impact. But the CEO’s voice needs to be consistent, visionary and, above all, interesting. For me, that’s the most important role of executive communications. We help CEOs and other C-suite executives to communicate information in a unique and personal way that is relevant to what’s going on in the world and ultimately makes people sit up and listen.”
What great CEOs do differently
The best business leaders recognise that communications is not an afterthought. They empower their advisors with:
- A clear brief: What are the business goals, and what role does communications play in achieving them?
- Time and trust: To learn the CEO’s voice, tone, and priorities.
- Access: To key people and issues across the organisation to build context and credibility.
When this partnership works, communication becomes a strategic asset, not just a support function and is an investment in your influence and impact.
We have seen rising demand for these roles over the past five years and as the external expectations placed on senior leaders remain high, it shows no signs of stopping.
Jessica Green is a Director at Taylor Birchwood with a specialism in executive communications.