A communications agenda is not simply a set of tasks or a calendar of appearances. It is a strategic tool that helps align the executive’s role with the organisation’s visibility, influence, and narrative objectives. It sets clear expectations, gives structure to preparation, and ensures the executive shows up in the right way, at the right time, for the right reason.
This agenda is not created in isolation. It draws from exposure planning, credibility mapping, project management, and feedback loops. When done well, it becomes a shared reference point for decision-making, priority-setting, and consistent action. It also signals to the executive that communication is not about vanity—it is about value, reputation, and trust.
Yet many communicators hesitate to formalise an agenda or fail to communicate it clearly to executives. The result? Unpredictable interactions, fragmented opportunities, and low traction on reputation-building work.
The Cost of Not Having a Communication Agenda
When there is no defined communications agenda for an executive, every opportunity is treated as a one-off decision. Time is spent reacting to invitations or internal requests instead of working from a clear plan. This leads to avoidable delays, poor visibility, and missed alignment with business objectives.
Communicators feel the consequences early. Without a plan to anchor decisions, they struggle to stay ahead of issues, campaign cycles, or media interest. This reduces their confidence and credibility. Over time, the same effect spreads to the executive, who may sense a lack of strategic framing or direction and withdraw further from communication efforts.
What starts as oversight becomes a cycle of hesitation, poor preparation, and last-minute decisions. This doesn’t just slow progress — it undermines how the executive and the communicator view each other’s roles.
When Executives Act Out
In the absence of structure, some executives will fill the vacuum in ways that are counterproductive. They might bypass communication planning altogether and accept speaking engagements or interviews without alignment. Others may refuse all opportunities, seeing them as distractions from the “real work.”
Another common pattern is for executives to step into spaces that were never designed for them — for instance, issuing a statement on a topic owned by another leader or overriding a team-based communication plan. In many of these cases, they do not intend harm. They simply lack a clear view of the plan and act from urgency, assumption, or habit.
However, some behaviour crosses into intentional territory. Executives may blame the communicator for a lack of traction, accuse them of holding back opportunities, or use the absence of a plan as justification for acting unilaterally.
A well-structured, co-owned agenda helps prevent these outcomes by making expectations, responsibilities, and timing visible.
Why Co-Ownership Is Necessary
Many communicators believe that presenting a polished plan is enough. But an effective communications agenda isn’t just presented — it must be co-owned. Executives must understand the rationale behind it, recognise how it supports their goals, and feel responsible for delivering on it.
Communication is a shared process. When one party — usually the communicator — bears all the responsibility, the other may disengage or resist. This dynamic often leads to the communicator chasing buy-in or being forced to course-correct when the executive acts outside of plan.
In psychological terms, we can refer to Self-Determination Theory, which highlights autonomy, competence, and relatedness as core drivers of motivation. Executives, like anyone else, respond better when they feel ownership over outcomes rather than being told what and how to do. A co-owned agenda gives them autonomy within boundaries, and it provides the communicator with shared commitment rather than one-way compliance.
Making the Communication Agenda Work in Practice
Executives are often under immense pressure. Without a communications agenda, they are left to make fast decisions in environments where perception matters deeply.
Communicators cannot rely on the executive’s instinct, sense of duty, or self-awareness to navigate this well. Instead, they must offer structure, context, and options — and do so in a way that encourages buy-in and accountability.
To establish shared ownership of the communications agenda, communicators must approach it as a facilitation exercise, not a control exercise.
Here are five practices that build executive engagement:
- Demonstrate interest in their agenda: Ask about their strategic priorities, key relationships, and pressure points. This builds relevance and shows that communication efforts will be built around their context, not just organisational needs.
- Practise active listening: Avoid pitching a ready-made calendar. Instead, listen for cues about the executive’s comfort levels, areas of pride, or recurring tensions. These insights will shape more resonant communication opportunities.
- Map credibility with them, not for them: Work with the executive to identify where they are most credible and where they are still building trust — whether in media, among staff, or with specific stakeholders. This reduces resistance when recommending what to accept or defer.
- Create a rolling three-month view: Rather than pushing a 12-month plan, begin with a rolling short-term outlook. This makes the work feel manageable and allows you to refine approaches with quick feedback loops.
- Leave room for their style: Not all executives will engage the same way. Some prefer structure; others prefer conversation. Adapt the format and frequency of agenda reviews to suit their preferences — not yours.
A communications agenda, co-owned and regularly maintained, allows both communicator and executive to act with clarity, purpose, and mutual respect.
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