The FIR Podcast Network Everything Feed
Oct 20, 2026 · 25 min · 9 segments
Most communicators long for that coveted seat at the table. What do those who have attained it have to say about it? What does it take to achieve it? And does it deliver the kind of influence…
Shel HoltzHost
Neville HobsonHost
A topic we've discussed on FIR a number of times over the years and one that's been debated in the communication profession for as long as I can remember, the communicator seat at the top table.
For decades, senior communicators have argued that communication deserves a place alongside finance, operations, legal, HR, and the other functions involved in shaping an organization's direction.
We've talked about becoming strategic advisors rather than simply the people who communicate decisions made elsewhere.
Maybe the question isn't whether communicators deserve a seat at the table anymore.
Maybe it's what they actually contribute once they're there and what makes the CEO and other executives want them to stay.
That question came to mind when I read a recent Axios article with a rather apt title, How Communicators in the C-Suite are Staying at the Table by Simon Hernandez-Arthur.
It draws on conversations with senior communication leaders and identifies four principles that seem to distinguish those who have become trusted strategic advisors.
Participate in the decisions that will determine what needs to be communicated in the first place.
Understand the business, its risks, the regulatory environment, and the expectations of stakeholders.
Third, don't confuse the speed and analytical capabilities of AI with the judgment that comes from experience.
AI can help us see what's happening, but it doesn't necessarily tell us what we should do about it.
If experience and judgment are becoming more valuable, we need to ensure that younger practitioners have opportunities to develop them.
What struck me about these principles is how closely they connect with the book I reviewed last December, Chief Communication Officers at Work, by my good friend, Tabita Anderson.
Tabita interviewed 23 CCOs from major organizations across different industries, exploring what their roles really involve.
And what emerged was a picture of communication leadership that's much broader than managing messages, media relationships, or corporate reputations.
These are people helping organizations interpret their environment, anticipate problems, challenge decisions, and navigate complex relationships.
They're bringing the outside world into the organization and helping leaders understand the consequences of what they do, not just what they say.
In my review, I drew three conclusions, that the CCO's value lies in anticipation rather than amplification, that clarity is a leadership behavior, and that the role is expanding while becoming, perhaps surprisingly in the age of AI, more human.
A topic we've discussed on FIR a number of times over the years and one that's been debated in the communication profession for as long as I can remember, the communicator seat at the top table.
For decades, senior communicators have argued that communication deserves a place alongside finance, operations, legal, HR, and the other functions involved in shaping an organization's direction.
We've talked about becoming strategic advisors rather than simply the people who communicate decisions made elsewhere.
Maybe the question isn't whether communicators deserve a seat at the table anymore.
Maybe it's what they actually contribute once they're there and what makes the CEO and other executives want them to stay.
That question came to mind when I read a recent Axios article with a rather apt title, How Communicators in the C-Suite are Staying at the Table by Simon Hernandez-Arthur.
It draws on conversations with senior communication leaders and identifies four principles that seem to distinguish those who have become trusted strategic advisors.
Participate in the decisions that will determine what needs to be communicated in the first place.
Understand the business, its risks, the regulatory environment, and the expectations of stakeholders.
Third, don't confuse the speed and analytical capabilities of AI with the judgment that comes from experience.
AI can help us see what's happening, but it doesn't necessarily tell us what we should do about it.
If experience and judgment are becoming more valuable, we need to ensure that younger practitioners have opportunities to develop them.
What struck me about these principles is how closely they connect with the book I reviewed last December, Chief Communication Officers at Work, by my good friend, Tabita Anderson.
Tabita interviewed 23 CCOs from major organizations across different industries, exploring what their roles really involve.
And what emerged was a picture of communication leadership that's much broader than managing messages, media relationships, or corporate reputations.
These are people helping organizations interpret their environment, anticipate problems, challenge decisions, and navigate complex relationships.
They're bringing the outside world into the organization and helping leaders understand the consequences of what they do, not just what they say.
In my review, I drew three conclusions, that the CCO's value lies in anticipation rather than amplification, that clarity is a leadership behavior, and that the role is expanding while becoming, perhaps surprisingly in the age of AI, more human.
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