Why comms pros make great chiefs of staff

An understanding of comms, familiarity with overall business can help CEOs see what’s coming.

Beth Welter had always envisioned herself becoming a chief communications officer. However, about six months ago, her career took an unexpected turn when the CEO of The E.W. Scripps Company asked her to become his chief of staff.

The CoS role is typically held by a senior executive who works closely with the CEO to manage operations, improve communication and ensure strategic plans are executed effectively.

 

 

Welter is part of a growing trend of communicators transitioning into the CoS role. A McKinsey & Company  report found that while most CoS roles are filled by professionals from strategy and operations backgrounds, about 9% come from communications and 2% come from marketing.

Helping the CEO ‘see around corners’

Welter, who had led board communications and change management at Scripps, now serves as a strategic advisor to CEO Adam Symson. She helps him “see around corners” by identifying emerging issues and anticipating the needs of the board.

She still oversees board communications in addition to strategic planning, change management and project managers. Welter is part of Scripps’ senior leadership team and reports to both Symson and the chief transformation officer.

“(Symson) told me he wanted me to help him know what’s coming down the pipeline and connect the dots,” she said. Their collaboration focuses on potential developments and strategic decisions.

Welter’s communications background helps her assess all aspects of the business and present that information in a way that guides leadership decisions. For instance, she helps Symson think through how decisions and messaging will resonate with different stakeholders – employees, investors, the media, etc.

Welter oversees the internal “roadshows” Symson makes to the various TV stations and networks Scripps owns. She helps prepare Symson to address questions employees are likely to be most curious about: company strategy, industry developments, etc.

“I wouldn’t be in this position if I didn’t have the communications chops,” Welter said.

Making yourself ‘pretty invaluable’

Maggie Wolff, who serves as CoS for INTEGRIS Health, a 12,000-employee healthcare system in Oklahoma, made a similar transition. She had worked at INTEGRIS for over a decade when the new CEO asked her to become his CoS.

Her deep understanding of the organization’s business goals, along with her project management experience, made her an ideal candidate. However, it was her communications expertise that enabled her to effectively express these goals to the rest of the organization.

Initially, Wolff’s CoS position was at the VP level, not part of the executive leadership. But after taking back the marketing and communications responsibilities, she earned a promotion to senior VP.

At INTEGRIS, the executive leadership team consists of nine senior VPs and the CEO. Wolff attends executive team meetings, board meetings and committee sessions, often drafting or proofreading materials for other leaders.

Wolff still contributes to communications by writing speeches and preparing talking points for the CEO. She describes quality communicators as “sponges” who absorb key details that can help inform key strategies and messaging.

Having a “seat at the table,” as Wolff called it, enabled her to help implement a more consistent internal messaging cadence. Each week, they now send:

  • A Tuesday “All Leader” email to 500-plus managers (with an 80%-plus open rate)
  • Weekly IT, HR and all-employee messages
  • Two other healthcare-specific messages.

“If you just take that opportunity to do that, you become a pretty invaluable person to the (executive team),” Wolff said.

CoS roles vary by company

Wolff noted that the CoS role can vary significantly across organizations. While some CoS positions focus more on project management, her role evolved to include overseeing the foundation and volunteer services, reflecting her growing responsibilities.

Putting a communications professional in the CoS role elevates the role of communications within the organization, Wolff said. She sees comms professionals as natural fits for the role due to their ability to build trust and effectively communicate across departments.

The CoS role at Scripps involves a careful balance of supporting the communications team while providing strategic advice to the CEO.

While Welter’s role is not directly a communications position, her communications and change management background have been important in supporting the CEO and driving strategic initiatives.

“I’m very deferential to the communication team,” Welter said.

Scripps’ communications team, led by the CCO Carolyn Micheli, handles drafting communications for the CEO. After they draft a press release or one of Symson’s“On My Mind” newsletters, they send it to Welter for review. She’ll then edit, make comments and provide feedback focused on ensuring it reflects his voice and current priorities.

“I review his communications as a kind of stop gap and to protect his time,” she explained.

Creating new opportunities

Serving in a CoS role offers a unique view of a business’s overall a person to get a broader perspective of the business while getting hands on executive decision-making experience. Those experience could set them up for continued growth throughout the organization and maybe beyond.

McKinsey & Company reported that two-thirds of chiefs of staff receive a promotion after serving in the role, with many using it as a springboard to executive leadership positions.

For Welter and Wolff, the transition from communications to chief of staff has been a natural evolution – one that underscores the power of thinking like a communicator.

As more companies recognize the value of having a communications professional in high-ranking leadership roles, the pathway from comms exec to chief of staff may become common. And if Welter and Wolff’s experiences are any indication, it’s a move that benefits not only the executives who take on the role but the entire organization.

“It just gives you another opportunity to leverage your skills and your expertise in a different way,” Welter said. “And you know, there’s nothing bad about having more opportunities.”

Casey Weldon is a reporter for PR Daily. Follow him on LinkedIn.

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