Hearts & Minds: Caught in the Crossfire - the role of Comms in Boardroom tensions

Research from Korn Ferry reveals that 43% of CEO successions last year in Europe and the Middle East were unplanned. Dissatisfaction with strategy execution and the pace of performance improvement were the most common causes. On the other hand, Spencer Stuart’s latest Measure of Leadership survey of 2,400 CEOs and directors finds that fewer than a quarter of chief executives feel their boards are effectively supporting them. 
 
Clearly, boardroom tension is rising, with boards prone to firing and CEOs feeling isolated. There has always been an element of give and take, but this suggests something different, that relationships are breaking down quicker and more frequently. Certainly, there have been some abrupt exits recently, the like of which might not have happened before, not in that fashion. Discontent might have simmered and not be allowed to boil over so suddenly. 
 
Probably, it’s a reflection of the time we’re in, that there is so much change taking place and rapidly, so much uncertainty, that directors worry about being left behind. Likewise, CEOs complain of being abandoned, of having to confront the turbulence alone. 
 
It can make the job of the comms teams especially difficult. There are two camps when there should be one and they have feet in both. It may be that the issue is resolvable. However, once the two sides start briefing against each other, and it does occur, there is often no way back. 
 
How to avoid that is part of the comms role. The comms advisers must possess sharp antennae and always be alert, without being over-zealous and too watchful. At any hint of trouble, whether it arises internally or externally, the directors and CEO need reminding, politely and perhaps subtly, even one-to-one, of their responsibilities and duties. They must understand how the media and watchers on social media work. The smallest clue is often sufficient, more so in a febrile atmosphere. That suggestion may raise eyebrows, but it might also be a hesitation or a not-quite-full endorsement, while excessive praise can also raise suspicion. There is no such thing as ‘off-the-record’ – the journalist might not use it immediately, but they won’t forget it either - whatever is said will likely be stored and form the basis of further inquiries. 
 
The split may be terminal. Then, it is about preparing the announcement and that key message: the king is dead, long live the king. 

Chris Blackhurst is one of the UK’s foremost business journalists. He was previously Editor of The Independent and City Editor of the Evening Standard.