Author
Denis Mancevič, PhD
Last time, I wrote about what communicators need to understand better if we want to be equal partners to leadership – and what role business goals, financial indicators, and the language of management play in that process. But understanding these topics is just the first step. To truly gain strategic credibility, we must learn how to apply this knowledge – decisively, proactively, and with a clear impact on the organization’s performance.
Understanding the business model doesn’t necessarily mean we know how to think strategically. We begin building credibility when we show that we can apply our understanding in real situations – for example, by preparing proposals that contribute to achieving the goals of a company or public institution. When we base our communication strategy on data rather than gut feeling, when we demonstrate how communication activities directly support the organization's key directions, and when we are able to anticipate potential communication risks. Only then do we start taking on the role of a conversation partner who leadership takes seriously.
As communicators, we cannot operate in a vacuum, separate from other functions. It’s essential that we continuously seek allies within the organization – especially where key data and insights are generated. This might be the finance department, HR, legal, or strategic development teams. In public institutions, it can also be directorates, analysts, or project coordinators. Instead of waiting for information, we must proactively seek it out and simultaneously show that we know how to use it – that we understand why it matters, how it influences stakeholder relations, and what it reveals about the bigger picture of the organization.
Understanding the business model doesn’t necessarily mean we know how to think strategically. We begin building credibility when we show that we can apply our understanding in real situations – for example, by preparing proposals that contribute to achieving the goals of a company or public institution.
It’s also critical that we’re present where strategies are being shaped. If we’re not at the table where key decisions are made, communication often ends up trailing behind, trying to “catch up” with events. One way to earn that seat at the table is by taking an active role in interdisciplinary teams – those working on organizational culture change, sustainability strategies, digital transformation, or other pivotal themes. When a communicator starts asking not just “what and how will we communicate,” but “why” and “what impact will this have on our audiences,” the way others perceive them begins to shift.
To be taken seriously by leadership, we must support our communication efforts with data. Not just with like or reach statistics, but with insights that tell us something about the behavior, perceptions, or changes among key stakeholders (such as stakeholder influence matrices). Wherever possible, communication outcomes should be linked to other organizational indicators – employee engagement, customer satisfaction, and so on. This also means being able to prepare reports, charts, or analyses that are not just valuable for the communications team, but for leadership and decision-makers as well.
Strategic credibility is built slowly and demands much more than a well-written press release or a creative campaign. It requires continuous learning, a genuine interest in the organization’s overall functioning, and a willingness to broaden our horizons. That might mean additional education in business or management, or greater presence at meetings that might not seem directly related to our field, but which reveal what truly matters to leadership.
The key is not to see our role as mere support, but as an integral part of strategic thinking. If we can speak the language of business, understand organizational goals, and still maintain empathy for our audiences, we won’t just wait to be invited to the table – we’ll be the ones helping set it.
To be taken seriously by leadership, we must support our communication efforts with data. Not just with like or reach statistics, but with insights that tell us something about the behavior, perceptions, or changes among key stakeholders (such as stakeholder influence matrices).