Senior job descriptions traditionally focus on commercial judgement, strategic thinking, financial management and the ability to lead people. These qualities remain essential, but modern executives are also expected to communicate effectively under a level of public scrutiny that previous generations of leaders rarely experienced.
A senior figure may need to explain difficult decisions to journalists, respond to criticism on social media, reassure employees during a crisis or answer questions from customers, investors and other stakeholders. Even leaders who do not expect to become regular media spokespeople can suddenly find themselves representing the entire organisation.
For this reason, media skills should no longer be treated as an optional extra or something to address after an appointment has been made. The ability to communicate clearly, credibly and calmly in public has become a core leadership competency.
Senior Leaders Are More Visible Than Ever
The boundaries between internal and external communication have largely disappeared. A comment made during a staff meeting can be shared outside the organisation within minutes. A customer complaint can develop into a national story, while an interview clip can be circulated and discussed long after its original broadcast.
Senior leaders are therefore rarely communicating with only one audience. Employees, clients, regulators, journalists, investors and members of the public may all hear the same message and interpret it in different ways.
An executive who performs well under scrutiny can build confidence in the organisation. Someone who appears defensive, evasive or poorly briefed can create doubts that extend beyond the immediate subject of the interview. The public may begin to question the organisation’s judgement, culture or competence.
Communication ability is not separate from leadership in these circumstances. It is one of the main ways leadership is assessed.
Why Technical Excellence Is Not Enough
Boards understandably look for candidates with strong records in their fields. A finance director needs commercial and financial expertise, while a senior clinician, academic or technical leader requires considerable professional knowledge.
However, expertise does not guarantee an ability to communicate it. A highly accomplished candidate may struggle to explain complex issues in plain English, answer an unexpected question or respond appropriately when challenged.
This matters because senior leaders are often asked to discuss subjects that are complicated, sensitive or still developing. They must be able to provide useful information without overwhelming the audience, speculating or retreating into corporate jargon.
The best executive communicators do not need to know every answer immediately. They do need to listen carefully, understand the purpose behind a question and explain what is known with honesty and precision. They must also recognise where uncertainty exists and avoid making promises that cannot be kept.
Media Training helps leaders turn their professional knowledge into communication that different audiences can understand and trust.
What Boards Should Look for in Candidates
When appointing a senior executive, boards should assess more than presentation skills. A polished speaker may perform well during a rehearsed presentation but struggle in a challenging interview where questions cannot be controlled.
Boards should look for candidates who can think clearly under pressure. This includes the ability to identify the central issue, answer directly and maintain composure when interrupted or challenged. Candidates should be able to explain difficult decisions without becoming defensive and acknowledge legitimate concerns without losing sight of the organisation’s position.
Empathy is equally important. In a crisis, audiences often judge how an organisation responds before they fully understand every technical detail. A leader who immediately focuses on reputation, procedure or financial consequences may appear detached if people have been harmed or inconvenienced.
Good judgement also matters. A credible spokesperson understands when to provide detail, when to pause and when further information must be confirmed. They do not speculate simply to fill silence or use absolute language when facts may change.
Boards should also consider whether a candidate is willing to prepare and receive feedback. Media performance can improve significantly, but only if the individual accepts that seniority does not make training unnecessary.
Testing Media Skills During Recruitment
Communication competency should be examined as part of the recruitment process rather than inferred from a conventional interview. A candidate who is comfortable speaking to a selection panel may behave very differently when faced with persistent questioning or a television camera.
A realistic media exercise can reveal how candidates organise their thoughts, use evidence and respond when their first answer is challenged. The scenario should reflect the organisation’s actual risks rather than relying on generic questions.
For example, candidates could be asked to address a service failure, controversial decision, regulatory investigation or unexpected operational problem. Assessors can observe whether the candidate provides a clear opening answer, demonstrates empathy and avoids language that could worsen the situation.
The purpose is not to catch candidates out or expect a faultless performance. It is to understand how they respond to pressure and whether they can apply feedback. A candidate who listens, adapts and improves may offer greater long-term potential than someone who appears confident but shows poor judgement.
Supporting Newly Appointed Executives
Even an experienced executive needs time to understand a new organisation. They may know the industry well but be unfamiliar with the company’s culture, stakeholders, vulnerabilities and previous media coverage.
Media Training during the induction period can help a newly appointed leader develop an appropriate public voice. Training can cover the organisation’s key messages, difficult questions, likely areas of interest and agreed procedures for handling interview requests.
Early practice is particularly valuable because new executives often attract media attention. Journalists may want to ask about their priorities, leadership style or plans for change. A poorly handled first interview can create an impression that is difficult to reverse, whereas a clear and engaging appearance can establish confidence.
Training should also clarify where the executive fits within the wider spokesperson pool. The most senior person does not need to handle every request. Understanding when another colleague is better placed to speak is itself a sign of good leadership.
Why Experienced Leaders Still Need Practice
Long-serving executives may believe that years of interviews have removed the need for further preparation. Experience is valuable, but it can also create habits that go unchallenged.
A leader may have become reliant on familiar phrases, lengthy answers or techniques that worked well in the past but now sound evasive. Interview formats have also changed. Executives may be asked to appear remotely, respond to questions shaped by social media discussion or communicate while inaccurate information is spreading rapidly online.
Regular refresher training allows experienced leaders to test their skills against current expectations. It provides a safe environment in which to identify weaknesses, practise concise answers and receive honest feedback.
Media Training should not be positioned as a response to poor performance. It is professional preparation, comparable to updating knowledge in finance, governance, regulation or technology.
Preparing Leaders for a Crisis
Normal media interviews allow time for discussion and careful preparation. A crisis rarely offers the same luxury. Facts may be incomplete, journalists may be calling repeatedly and public concern may be increasing by the hour.
Crisis Media Training prepares executives to communicate when the stakes are high. It teaches leaders how to establish what can be confirmed, express appropriate concern and explain what the organisation is doing next. It also helps them avoid speculation, blame and defensive language.
Practical exercises are particularly important. Reading a crisis plan does not recreate the pressure of being interrupted, challenged or presented with new information moments before an interview. Realistic scenarios expose gaps in decision-making and communication before they can cause damage in a real event.
Boards should ensure that crisis communication responsibilities are clearly assigned and that suitable deputies are prepared. Depending on one senior figure creates unnecessary risk if that person is unavailable or directly involved in the incident.
Making Communication Part of Leadership
Including media skills in senior job descriptions sends a clear message: public communication is part of the role, not an occasional favour for the communications team. Candidates understand from the outset that they will be expected to prepare, practise and represent the organisation responsibly.
Job descriptions can specify the ability to communicate complex issues clearly, handle challenging questions and maintain credibility under scrutiny. Performance reviews can also include communication development, ensuring that skills continue to improve after appointment.
Organisations should support this expectation with tailored Media Training, realistic Crisis Media Training and regular opportunities to practise. Leaders cannot be expected to perform confidently under intense pressure if they have never experienced it in a controlled environment.
A senior executive’s words can reassure employees, protect trust and demonstrate accountability. They can also deepen uncertainty when delivered without preparation or judgement. In an age of constant visibility, the ability to communicate well is not simply useful for leaders. It is an essential part of leading.