Communications takeaways from the Stellantis CEO resignation

Stellantis, one of the world’s largest car manufacturers, is headed for a changing of the guard at the top a bit earlier than anyone expected. Earlier this week, CEO Carlos Tavares tendered his resignation immediately, despite his retirement pending in early 2026

A statement released on the Stellantis website suggests that differences in strategy between the board and CEO led to the move, in addition to financial struggles and dwindling business:

Stellantis’ Senior Independent Director, Henri de Castries, commented: “Stellantis’ success since its creation has been rooted in a perfect alignment between the reference shareholders, the Board and the CEO. However, in recent weeks different views have emerged which have resulted in the Board and the CEO coming to today’s decision.”

This is another somewhat sudden change at a company that’s dealt with a lot change this year, including layoffs, that bears analyzing. A big shift at the top of an organization offers opportunities for communicators to recalibrate their strategies and figure out what’s working and what might need improvement going forward.

Board comms during a major leadership change 

One of the first things you’ll notice in the statement about Tavares’ departure is how de Castries worded the reasoning for it — “different views have emerged”. This clear sign of a difference in shareholder opinions that could be mitigated with better investor relations and board communications.

Montieth Illingworth, CEO of Montieth and Co., said that every organization must constantly update leadership transition plans as the business evolves. He emphasized that the board can help ease the company into working with its next leader.

“The central goal of these plans is to be as proactive as possible in the circumstances, be credible in your disclosures, and convey that the situation is in control with the board of directors at the helm,” Illingworth said. “In terms of communications proficiency, Stellantis has done a good job here with the board stepping directly into the limelight to explain their role.”

There’s also the mention of “alignment” to unpack. Organizations function best when leadership, the board, and employees are all aligned in action and mission. That term was an acknowledgment that integrated corporate communications function is what Stellantis requires to keep moving forward with its mission and values intact.

“Boards desperately need comms professionals in the board room, guiding them not only what to say but how stakeholders will receive the news,” said Jack Modzelewski, chief executive of JackKnife PR. “I’ve been around transitions in which board members were so focused on the process that they lost sight of how employees, customers, investors, and other stakeholders would view the change.” In action, this can mean communicating with the most directly affected people first, then staggering out the change announcement to a wider group.

Communicating about major changes harmoniously

When a leader leaves, it’s a natural time for questioning and recalibration. It’s also an opportunity for you to reassess how you as a communicator are defining what the way forward looks like for employees and other stakeholders.

“The board and comms pros must reinforce the importance of the underlying values of a once successful enterprise and how it can be successful again,” Modzelewski said.

In these moments, communicate early and often with employees, staying open and putting processes in place to answer questions like team meetings with leadership, FAQ pages on your intranet and more. Be sure to hedge your answers within the mission, vision and values of the company, as that continuity is important to maintaining employee and stakeholder trust through change.

“You need to communicate unifying messages about the purpose — the ‘why’ for which the company exists, aside from financial performance,” Modzelewski added.

Communicating with both the immediate future and longer-term impacts in mind

A short-term change like a CEO resigning can cause long-term consequences when not communicated properly. During his time as CEO, Tavares was a major proponent of remote work, while other leaders in the company championed a return to the office. When a top executive leaves, employees might question what the change will mean for them on a day-to-day basis and in their longer-term outlook.

Comms should seek to serve as a stabilizing force of confidence for employees. A few good tactics include:

• Reassuring employees that it’s still the same company. Stability is one of the most sought-after aspects of a job. Communicators should be sure to reinforce the fact that in the near term, the roles of many employees won’t change too much with the resignation of one executive.
• Talking about what’s changing in the short-term, and how it’ll be a positive in the long-term. An optimistic slant can help employees see themselves in the company’s vision and ascribe to the much-needed buy-in.
• Having open conversations about issues on the table and the new leadership. In Stellantis’ case, this means keeping an open line to employees about any new leaders and talking clearly about how the incoming leader’s policy initiatives might impact employee experience. “No new direction or chief executive will succeed unless employees believe in it, rally around it, and know that their individual and team contributions are the key to future success,” Modzelewski said.

When an executive resigns unexpectedly, it shouldn’t always be a cause for panic. Within these moments are opportunities to use your skills as a communicator and stabilize your organization’s messaging, while unifying employees, shareholders and your board around a shared vision for growth.

Sean Devlin is an editor at Ragan Communications. In his spare time he enjoys Philly sports and hosting trivia.