That tension was at the heart of a recent EACD Summit panel I chaired with Laura Villaescusa from ABB and Sibonile Dube from Novartis. We were discussing how organisations can help leaders communicate across different channels, contexts and audiences, while still sounding credible and authentic.
It feels like a particularly relevant question right now. Leaders are expected to show up more often, in more places and with more immediacy than before. At the same time, AI and other tools are making it easier to create and adapt content quickly.
That creates an interesting challenge. If more content can be produced more easily, the real value of leadership communication may lie less in the production of messages and more in the judgement behind them.
The value of a shared narrative
"One thing I took from the discussion is that narrative still matters, perhaps more than ever. But it matters as a guide, not as a script."
In large organisations, leaders need a shared understanding of the story they are part of. They need to know what the organisation stands for, where it is going and what really needs to be communicated. Without that, leadership communication quickly becomes fragmented.
But the answer is not to make every leader sound the same. A strong narrative should create alignment while still allowing for individual voice, experience and style. The core story should be consistent, but the way it is brought to life can and should vary.
That is where communications teams can add real value. Not by over-scripting leaders, but by helping them understand the message well enough to make it their own.
Authenticity needs support
Authenticity is sometimes treated as though it is entirely instinctive. A leader either has it or does not. I am not sure that is quite right.
Some leaders are naturally more comfortable communicators than others, but most can be helped to communicate with greater confidence and clarity. Often, that means giving them the right structure, helping them prepare properly and encouraging them to use examples that feel real to them.
The aim of leadership communication is not perfection. In fact, communication that is too polished can start to feel distant. The aim is credibility.
What remains human
AI will undoubtedly change leadership communication. It will help draft content, adapt messages and increase speed. Used well, it may also free up time for better advice and sharper thinking.
But the most important parts of leadership communication remain human. Judgement, timing, empathy, trust and an understanding of context are not simply production tasks. They are the things that determine whether communication lands or not.
That is why I think the role of communicators is becoming more important, not less. In a world where content is increasingly abundant, leaders do not just need more messages. They need help making sense of complexity, connecting with people and building trust over time.