Unlocking C-Suite communication: Building business acumen and influence

Ted Birkhahn is a Managing Director at Vested, a marketing consultancy for the financial services industry. Kristin Graham is Founder and Chief Nerd at Unlock the Brain.

Communicating with the C-suite is a nuanced art, requiring a balance of business acumen, candor, and diplomacy. At a recent session in front of 150+ professional communicators at the Ragan Communications Internal Communications Summit at Microsoft’s Headquarters in Redmond, WA, industry leaders emphasized the challenges, opportunities and strategies needed to engage effectively with executive teams.

The need for a cohesive and strategic relationship between the communications function and the C-suite has never been more important. Companies and their executives are increasingly scrutinized by all stakeholders on a range of ever-changing, volatile issues, elevating the role and importance of corporate communicators.

Here are several key takeaways from the event, focusing on how communicators can position themselves as indispensable partners to the C-suite.

Earning your seat: Moving from tactical to strategic partner 

One of the central messages was the importance of avoiding the trap of becoming a “yes person” to the C-suite. To be effective, communicators must push back, challenge assumptions, and deliver the unvarnished truth — even when it’s uncomfortable. Simply supporting executive decisions isn’t enough; your role is to provide insights that executives may not want to hear but need to.

Strategic communicators anticipate business needs, align efforts with corporate goals, and influence decisions proactively. Tactical communicators, by contrast, remain reactive, addressing issues as they arise.

The key to earning a seat at the leadership table is to be a truth-teller and reality-checker, not a popularity seeker.

Listening and anticipating: Staying 5 steps ahead 

The discussion stressed the importance of real-time listening tools and proactive crisis management. With situations evolving rapidly, you must stay ahead of potential issues and ensure their CEOs are never caught off guard by external developments.

Scenario planning — developing best- and worst-case strategies — is critical for keeping communications aligned with business objectives. This preparation ensures that comms pros can react swiftly when crises emerge, reducing the impact on brand reputation.

Speaking the CEO’s language 

Understanding CEOs’ priorities and communication styles must be another focus area for comms professionals. To become “CEO whisperers,” you must anticipate executive needs and tailor messages accordingly.

Using business tools like SWOT analyses and financial forecasts helps communicators present solutions in terms that resonate with leadership. CEOs often perceive communications as either a strategic asset or a cost center, and it’s up to you to ensure your work is seen as the former.

Following examples of successful case studies, competitor audits, and third-party data can help position communications as a vital driver of business outcomes.

The perils of perfection: From planning to execution 

Proper planning is critical, but comms professionals must avoid the trap of over-planning and shouldn’t let perfection hinder progress. “Better done than perfect” resonates with most C-suite executives who require comms to deliver plans in concise and actionable formats, respecting executives’ limited time. The more succinct your message and the more it ties to the company’s strategy and goals, the better your chance of gaining buy-in from the C-suite.

Measuring success: Shifting from outputs to outcomes 

A growing trend in communications is the shift from measuring outputs — such as media placements and likes — to outcomes that impact business goals. You must link communication efforts to metrics that matter to executives, such as revenue growth, employee engagement, and stakeholder behavior.

Preparing leaders for the spotlight 

Media and presentation training prepares C-suite executives for primetime, but it also provides opportunities for comms professionals to earn the trust and respect of their leaders. Some executives believe they don’t need such training, but those who resist it often need it the most.

Rather than calling it “training,” you can frame it as collaboration to craft the story and prepare to tell it. Simulating real-world scenarios and offering personalized coaching helps executives refine their messaging, ensuring consistency and clarity when interacting with the media or stakeholders.

Knowing when to move on 

Not all communication roles will last, and you must trust your instincts when evaluating if the job is right for them. If leadership views communications as merely tactical or the culture fosters too many “yes people,” it may be time to seek new opportunities.

Seizing opportunities in a shifting landscape 

The role of communications is evolving as the business landscape becomes more complex. You must navigate tight job markets, rising expectations, and shrinking budgets with agility and foresight. To thrive, embrace your role as a strategic advisor stay attuned to executive needs, and focus relentlessly on outcomes. Communications is serious business, and the time to step up is now.