When a leader/leader takes the floor, he/she is not just communicating a message: he/she is embodying the values and vision of the company, with the potential to transform his/her role into a recognizable landmark, capable of transparently translating the foundations of the organization.
If managed well, this kind of visibility-which goes by the name of thought leadership-can strengthen and enhance reputation, generate interest from customers and investors, and stimulate growth by fostering business opportunities.
As also revealed in the study High Growth 2024 of the Hinge Research Institute, the fastest-growing companies are not just promoting their services, but engaging in building communication based:
- On thought leadership and personal branding of leaders
- On the clear narrative of the unique value they offer, both through the brand's voice and through its executive
- On the use of information content (articles, podcasts, studies) as a tool to educate audiences and position themselves authoritatively.
- on empathy And recognition of the real needs of its target audience
In this way, the communication of the leader(s) becomes a coherent extension of corporate strategy, capable of generating real value and stronger relationships with the market.
Through interviews, public speeches, or social media posts, the leader can then create a narrative that highlights the company's commitment-to customers, employees, investors-while at the same time stimulating discussions and relationships with their stakeholders.
However, there are times when continuous exposure can be counterproductive.
In the case of, for example, a reputational crisis, internal restructuring, or sensitive situations, the leader's communication needs to be calibrated very carefully: it is appropriate for the PR person(s) to lead this process, perhaps indirectly, with the task of preparing the ground with responses aligned with the objectives.
Indeed, one risks paying a high price if the words of the C-Levels are perceived as deaf to the surrounding context.
The media training
At this point, the natural need for media training emerges: not to teach repetitions of perfect answers constructed as if they were slogans, but to hone the ability to answer difficult questions, manage the interviewer's attention, and return to one's main messages without being overwhelmed by the unexpected.
In fact, even the most experienced leaders benefit from structured media training.
A well-structured course provides practical tools to deal with interviews, public events and social media communication without improvisation and superficiality.
Skills that an executive can develop through media training include:
- The ability to synthesize key messages clearly and incisively;
- control of body language and voice to convey confidence and trustworthiness;
- The handling of complex or provocative questions without losing coherence;
- Familiarity with the workings of the media and journalistic dynamics;
- The readiness to respond even in crisis situations or strong exposure.
At the heart of the whole course is mindfulness training: knowing "how" you communicate is as important as knowing "what" you communicate.
For this reason, the support of outside professionals-such as a PR agency-is not only advisable but necessary to turn the leader's communication into a real competitive advantage.
Some common mistakes
The most frequent errors in these contexts are often underestimated: they range from the misuse of technicalities that risk disorienting the listener, to overly self-centered speeches, through improper use of visual aids or inadequate preparation.
Even small carelessness, such as using filler words or a misaligned tone, can undermine audience trust and make the message ineffective.
In dealing with journalists, however, certain behaviors risk ruining the relationship: sending out indistinct and self-referential releases, ignoring editorial requirements or forcing a communication agenda without real relevance are among the most common slips.
All these risks reinforce the idea that media training is not a one-time formality to be addressed, but an ongoing investment in working on how these messages take shape, in what contexts, with what body language, and with what tools.
An agency can also accompany the leader in planning the public presence, defining the appropriate times to intervene and measuring the results achieved in terms of engagement, media coverage and impact on external perception.
A prepared leaderə is, in effect, a cohesive element between what the company is internally and what it communicates outwardly.
Without this preparation, every public outing risks turning into a missed opportunity or, at worst, a boomerang.
With the right support and a clear vision for one's exposure, even the most complex communication can become a tool for identity building and effective audience relations.
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