Here’s a question to think about. When should comms NOT be at the executive table?
🤔An organisational restructure with redundancies?
🤔An employee bargaining negotiation?
Just two instances where it might be tempting – even flattering – to be invited into the inner circle. But…
🤔What is your purpose?
🤔Are you there for advice or validation?
When decisions are still being shaped, when emotions, politics and power are in full play being in the room can muddy the comms function.
Instead of providing clarity, you risk becoming part of the noise. Sometimes it might be better if communications step back from decision-making.
Then assess the messaging independently, almost as an outsider. It is the surest way to check if messaging hits the mark.
Key questions:
🤔Is it considered or tone-deaf?
🤔Does it align with how people (internally and externally) experience change?
Messaging works best when it is transparent, human-centered and acknowledges the real impact of decisions.
(It is not about making tough decisions easier to swallow, it’s about making them clearer to understand.)
It requires distance, perspective and a willingness to say what others won’t.
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Now, a consultant, my superpower is being NOT “part of the team.”
Being adjacent to the team means I close enough to understand the dynamics, but far enough to challenge them.
Whether inhouse or a consultant, remember you’re not there to please an individual. You’re there to protect the message, the brand and the reputation of the organisation.
It’s tough and necessary to achieve an outcome (not just output).
