Yesterday, I had a great conversation with a headhunter that really struck a chord with me.

Most organizations do not hire – and keep – the best communications professionals, whom they often see as “difficult,” he said.

He argued that’s because, to drive growth and transformation, communications leaders need 3️⃣ things:

🎯 Strategic oversight of all channels: That includes PR, marketing, executive comms, internal comms, crisis management, media relations, and social media. Without this, coherence, and thus impact, are limited.

Consider Siemens, where Lynette Jackson, Chief Communications Officer, has been instrumental in aligning the company’s messaging across all channels to support their sustainability strategy.

Since her appointment in October 2021, she has been instrumental in integrating communications with Siemens’ sustainability efforts, which is crucial for positioning the company as a leader in industrial digitalization and sustainable technologies.

⏱ Time to roll out strategies: While we might be getting used to AI delivering instant results, real-world change takes time, sometimes years, to bear fruit.

IKEA‘s decade-long “People & Planet Positive” strategy, led by their communications team, is a prime example of how long-term thinking can drive sustainable growth and brand reputation.

🧠 Authority to advise leadership, not just execute: The best communications leaders can improve on the status quo, even when that means calling it into question.

At Unilever, Conny Braams, the company’s Chief Digital and Commercial Officer (and former VP of Corporate Communications & Sustainability), played a key role in advising leadership during their sustainability push.

She helped refine and communicate Unilever’s “Future Foods” strategy, which not only addressed public scrutiny but also positioned the company as a leader in sustainable living while staying true to their core mission of responsible business practices.

Too often, leaders hire communications experts or even external collaborators with good intentions, but then stifle them with narrow expectations of what their brand should sound or look like.

Whether due to fear, ego or micromanagement, they resist letting communicators:

➡ Refresh communication tools;
➡ Simplify messaging to broaden their audiences;
➡ Engage dynamically on social media in a way that reflects today’s consumption trends;
➡ Address the press on their behalf when they are not the best speakers.

That’s because they forget that communication is a craft, not a skill everyone masters.

Ask an engineer or a human rights expert to deliver a 30-second elevator pitch, and you’ll see what I mean.

Experienced communicators who have worked in media or different sectors and industries can challenge your assumptions and bring fresh perspectives.

They understand how to connect with everyday audiences.

They play devil’s advocate.

All of that is an invaluable asset for any organization. But it takes trust.