6 minute read
In high-stakes sectors like energy and decarbonisation, media presence isn’t just about visibility – it shapes the narrative around your organisation’s integrity, leadership and strategy.
Yet many C-suite leaders underestimate the skill and discipline required to communicate effectively through the media. And in today’s landscape of activist scrutiny, policy volatility, and investor vigilance, that’s a costly oversight.
Our experience – and recent evidence – shows that most leaders fall into one of three patterns. Each comes with opportunities and risks. But only one consistently delivers trust, coverage and strategic advantage.
1. The prepared professional
Respected, rehearsed and reliable.
They respect the media, prepare meticulously, and understand both the upside and the risks. These are the ones who consistently nail interviews and get called back for more.
They don't assume past success guarantees future smooth sailing. Instead, they embrace rehearsal, value message discipline, and know the power of timing. These are the leaders who become trusted commentators – on the record, on message, and on point.
They build credibility with journalists by delivering clarity, consistency, and insight – not spin. When the next story breaks, they’re the first call.
Why it works
- Clear message architecture
- Pre-emptive scenario planning
- Confidence grounded in preparation
- Trusted presence in moments of uncertainty
But even prepared professionals benefit from expert support. Strategic comms consultants help them sharpen angles, rehearse for the unexpected, and ensure their next story lands just as effectively as their last. As McKinsey puts it: “The most effective communicators engage in disciplined rehearsal, even when they’re confident. Spontaneity is rarely strategic.”
2. The overconfident maverick
Charismatic, spontaneous – but unpredictable.
They’ve been around. They’ve spoken on platforms, appeared in panels, maybe even done a few media interviews. So, they assume they’re ready and skip the prep. But overconfidence is a trap.
These leaders often walk into interviews underprepared. They end up overpromising or saying something that misfires – damaging reputation and trust.
These leaders have media experience and industry knowledge but often treat preparation as optional. They rely on instinct, prior exposure, or stage presence. Sometimes it works. But when it doesn’t, the consequences can be severe, particularly in high-scrutiny sectors like energy.
They’re vulnerable to off-message commentary, poor phrasing, or unvetted claims – any of which can damage the organisation’s reputation, distort the corporate narrative, or trigger backlash.
Why it backfires
- Missed opportunities to frame the narrative
- Higher risk of unforced errors or reactive PR damage
- Perception of inconsistency or carelessness
A good communications adviser will slow down the mavericks just enough to think, prepare, and avoid a high-profile misstep.
3. The anxious expert
Insightful – but invisible.
These are often the most technically brilliant leaders – deeply credible with strong points of view. But they avoid media exposure because they fear saying the wrong thing or being misunderstood. The result? A missed opportunity to lead public discourse.
And in the energy and decarbonisation sectors, silence is not neutral. It’s a vacuum others will fill.
Why it’s a problem
- Missed brand-building opportunities
- Low public and investor awareness
- Failure to influence industry and policy debate
Strategic communications support can be transformative here. Through immersive coaching, scenario planning, and confidence-building preparation, these leaders can learn to own the narrative – without losing their authenticity.
The data: why your leader’s media presence matters
Leadership visibility and message quality don’t just shape perception, they drive performance as the following authoritative sources have revealed:
- Longitudinal data from Cambridge University’s Judge Business School shows that firms with CEOs in the top quintile of media coverage consistently outperform peers by 7 - 8% in share price performance per year.
- Businesses that rank high for leadership communication outperform peers in trust and profitability by up to 23% (Edelman Trust Barometer, 2023).
- During reputational shocks, firms with credible, media-savvy leaders experience significantly less share price volatility (ResearchGate, 2022)
Asking the right questions
In the energy sector, silence isn’t safe, and visibility isn’t optional.
Most leaders have something to say. But not every leader is ready to say it in a way that lands well. The difference lies in preparation, coaching, and strategic messaging.
Whether you’re a seasoned spokesperson or a behind-the-scenes expert, your media presence should be a strategic asset and not a liability.
So, if you want to raise your profile, in the energy sector or beyond, the first question isn't “should I speak to the media?”
It’s: “Am I ready to do it right?”
And the second question is: “Who’s helping me to make sure I’m ready?”
Conclusion: message discipline is leadership discipline
Great media performance isn’t a personality trait. It’s a leadership skill. And like any skill, it improves with practice and guidance.
The prepared professionals don’t win headlines by luck. They win them because they treat communication as a strategic responsibility, and they invest accordingly.
