Qualities Particular skills will be required of a good Corporate Affairs Director that reflect the challenges facing the industry or the specific needs of a business. But today’s Corporate Affairs Director will also need to possess strategic ability and commercial insight, financial literacy, a sensitivity to how large organizations work, an understanding of the political dimensions and the ability to express themselves clearly and simply, both orally and in print.
Complex issues such as hostile takeovers or regulatory compliance require a strong intellect able to navigate conflicts between business strategy and government policy, and ensure that whatever strategies are developed serve to project and enhance the company’s reputation. Social skills are critical, too, including a relaxed ability to interact with a wide audience, inside and outside the organization.
Strong leadership – frequently talked about but surprisingly hard to define – also matters. This is not just a question of contributing ideas and offering solutions to complex problems, but of managing an effective department. A good department head will spend time attracting and developing the best people to take charge of specific areas, such as media relations, CSR, or internal communications.
The concept of the “trusted advisor” is somewhat over-used, but neatly describes the role that the Corporate Affairs Director plays in regard to the board. Corporate Affairs Directors should be in regular touch with the board Chairman, and are often invited to submit reports for the board’s consumption. They must be ready to stand up to the CEO and the board if they feel the wrong communications strategy is being pursued. A recent study1 by Spencer Stuart and Brunswick found that Corporate Affairs Directors of UK listed companies are attending board meetings far more regularly than in the past as corporate reputation issues rise up the board agenda.
The best Corporate Affairs Directors will be calm under pressure, yet robust, express a clear point of view on key issues, use their influence to drive the right communications strategy and defend the organization when it is under attack.
Corporate affairs has arguably come of age during the recent crisis. The best practitioners have enhanced the reputation of the function, showing the value that can be added in an environment overrun with contentious issues. Smart companies will appreciate the range of qualities needed and continue to invest in the best people for the role.
1 Avoiding the rocks: The role of the board in managing corporate reputation.
Jonathan Harper leads Spencer Stuart’s European Corporate Communications practice and is co-head of the global practice. He specializes in corporate communications, public affairs and CSR assignments across all industry sectors.