Executives are expected to express their organisation’s value in ways that reflect a clear understanding of their audiences’ concerns, expectations, and questions. Doing this well takes more than talking points or media training. It requires deliberate effort and consistent alignment between the communicator and the executive.
For communicators, this can feel daunting. It’s not always about what to say, but how to support the executive to show up clearly and credibly across different moments and channels.
Why Structure Matters in Executive Communications
Executives face high expectations when they speak on behalf of their organisations. Whether addressing staff, media, stakeholders, or the public, they are expected to express not just the facts, but a considered point of view—one that reflects an understanding of the audience’s concerns, expectations, and questions. Doing this well takes time and preparation. It also requires communicators to help executives show up in the right way, at the right time, for the right reasons.
This work goes beyond providing a briefing note or a set of talking points. It involves shaping the executive’s communication role in line with organisational priorities, reputational risk, and the needs of different audiences. A communication agenda can help set expectations, but on its own it may not provide enough structure.
To improve consistency and reduce misunderstandings, communicators can draw on a small set of frameworks and tools. These can help clarify responsibilities, identify moments that matter, and provide a shared reference point for coordination with the executive and their team.
Frameworks That Support Planning and Delivery That Go Beyond Messaging
Communication frameworks are often associated with writing messages, preparing for campaigns, or managing media engagement.
However, when it comes to working with executives, the focus shifts. These frameworks are not about the message itself. They are about aligning on who delivers it, how it’s received, and what is needed to make the moment work.
When planning executive communications, frameworks are most useful for decision-making, sequencing, and visibility planning. They help clarify questions like:
- When should the executive be visible and when should others lead?
- What format is best for each audience and issue?
- How should communication activities be prioritised alongside other commitments?
These frameworks can be shared in advance with the executive or their chief of staff, creating alignment before the work begins. This not only helps manage expectations but also builds trust in the communicator’s judgment.
A Simple 2 x 2 Exposure Matrix
One of the most useful frameworks for managing executive communication is an exposure matrix. It helps you assess and plan when and where the executive’s presence will have the most value.
This matrix is structured around two criteria:
- Audience impact: How important is it for this audience to hear directly from the executive?
- Strategic timing: Is this the right moment for the executive to engage?
Each potential engagement is plotted into one of four quadrants:
- High impact, high timing – Prioritise. These are key moments where the executive’s voice is expected and valuable.
- High impact, low timing – Prepare. These moments matter, but it may be better to wait or build context first.
- Low impact, high timing – Delegate. Others in the organisation can lead.
- Low impact, low timing – Avoid. These add limited value and can be skipped.
This tool helps ensure the executive is neither overused for low-priority updates nor absent from high-stakes moments.
A Credibility Mapping Tool
Another key task in executive communications is ensuring the right person is delivering the right message. A simple credibility mapping tool can help.
This tool includes three criteria:
- Proximity to the issue – How close is the executive to the topic operationally?
- Track record – Have they spoken on this issue before, and how were they received?
- Interest and comfort – Are they willing and able to speak credibly about this topic?
By assessing each of these factors, communicators can decide whether an executive is the best choice to speak or whether another leader should take the lead. This tool helps reduce the risk of audiences perceiving the executive as out of touch, insincere, or disconnected from the issue.
It also provides a structure for discussing speaker assignments with senior leaders and their teams. This improves transparency and reduces last-minute reshuffling.
Project Management Capabilities to Strengthen Executive Alignment
Frameworks and tools are only useful if they are supported by the right working habits.
Communicators managing executive communication must often operate as project managers—coordinating information, keeping multiple teams aligned, and ensuring timely delivery. Here are three core capabilities that make a difference:
- Priority Management
Not every issue needs executive involvement. Communicators must be able to judge which topics, audiences, and formats deserve the executive’s time and be confident in pushing back on low-value requests.
- Agenda Mapping
Communicators should be aware of the executive’s business priorities and how they connect with communication goals. This includes mapping team calendars, upcoming decisions, external moments, and internal needs to identify where communication can support or shape outcomes.
- Topic and Issue Monitoring
A regular review of what topics are gaining attention—internally and externally—helps ensure the executive is prepared to engage or respond when needed. This might involve tracking media coverage, employee sentiment, competitor activity, or stakeholder feedback. When done well, it ensures communication activities are relevant and timely.
Executive communication is not just about delivering information. It’s about creating clarity, building trust, and supporting leadership. For communicators, especially those early in their careers, using frameworks and tools helps make the work more structured and repeatable. It also provides a professional basis for discussions with executives and their teams.
By adopting exposure planning, credibility mapping, and basic project management practices, communicators can better support their executives and shape how the organisation is perceived. These are skills that develop over time, but structure helps and frameworks can make the difference between showing up and showing up well.
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