A LinkedIn post recently posed the question, “Think you know the C-suite?” A colorfully designed and organized table was boldly displayed, spelling out the roles of the CEO, CFO, and COO. It included the who, what, why, how, as well as the KPIs.
I’ve worked as a communications professional for more than a minute. Whether it be a federal agency, Fortune 100, private enterprise, or nonprofit, in my experience one of the first things people complain about is a “lack of communications.” It has always struck me that companies and organizations go to great lengths to develop business management forecasts, feasibility studies, financial assessments, technology analyses, and operational structures, but strategic communications plans rarely make the list. When a comms plan is on the agenda, it’s usually the result of a crisis.
I’m advocating for a fourth “C” in the suite: the CCO, or Chief Communications Officer. A person with a seat at the boardroom table as an expert in coordinated approaches across all areas of business. Someone who can prepare short, mid and long-range communications strategies, design messaging, and engage with marketing, business development, cross functional, and other teams, all to propel an organization’s mission forward. This applies to external communications, but also to internal audiences. A plan doesn’t necessarily mean a 100-page dissertation. But, it should be thoughtful and include recognition of the client, measurable goals, targeted audiences, communications themes, specific tactics, branding, cadence, the ability to make adjustments, evaluation, and follow-up. I suggest time be built in, as well, for the unexpected.
As a small firm practitioner, I take on many roles and responsibilities. I am also incredibly fortunate to have talented, intelligent, and visionary people by my side. My business card reads, “Principal,” but maybe it’s time to include, “CCO!”
Categories: Consequence