EqualVoice United Spotlight

Christine Graeff: The Architecture of Leadership –
Why Impactful Communication is the New Core Competency for Global Leaders

Introduction:

In a business landscape defined by rapid change and heightened public scrutiny, few leaders embody the evolving demands of leadership communication like Christine Graeff. With a distinguished background across finance, communications and human capital, Christine has built a reputation for leading not just through strategy but through impact, clarity, authenticity, and connection. As the newly appointed Chief Global Growth Officer and a member of the Global Executive Committee at FGS Global, she shares her insights on how communication shapes leadership – and why mastering it is no longer optional for those who aspire to lead at the highest level.

Why do you think the importance of excellent communication for CEOs and executives is often underestimated?

Historically, leadership was measured by operational success and financial outcomes. Communication was seen as a tactical, almost as an auxiliary function – a tool for employees, shareholders, and media, but not as a core leadership competency. Today, that view is dangerously outdated. In a world where companies are scrutinized continuously, communication is leadership. It shapes trust, aligns stakeholders, and drives resilience in uncertainty. Underestimating its importance is not just a missed opportunity – it’s a leadership risk.

How have expectations regarding CEO communication changed in recent years?

The expectations have expanded dramatically. Today’s CEOs are expected to be visible societal leaders, not just corporate managers. Their communication must address not only business performance but also topics like geopolitics, climate change, AI ethics, and social justice. Stakeholders – from investors to employees to communities – demand clarity on where leaders stand. In this context, it is to be noted that silence is also a statement. So if leaders opt to say nothing, others may fill that vacuum.
Leadership communication is no longer about “what” you say – it’s about who you are and what you represent.

What defines an outstanding communication strategy for leaders?

Three key elements define it:

• Clarity of purpose: Know what you stand for. Every message must connect to your broader strategic and personal narrative.
• Credibility and consistency across audiences: Adapt language to different groups, but never compromise the core message or values you represent.
• Preparedness and agility: Anticipate future conversations, not just today’s headlines. And when the unexpected happens, move with speed – without sacrificing thoughtfulness.

Communication is no longer reactive. It must be designed to lead the conversation.

What are the most common mistakes leaders make in their communication, and how can they avoid them?

Not doing the things I just mentioned. Over and beyond, however, let me mention two more mistakes that stand out: First, overcomplicating the message: Expertise can tempt leaders into jargon. True leadership shows when you can distill complex ideas into simple, human language that inspires action. Secondly, speaking too much, listening too little: The best communicators are the best listeners. Dialogue, not monologue, builds trust. To avoid these pitfalls: prepare with discipline, keep your audience in focus, and always prioritize clarity and connection over technical perfection.

How should a leader communicate in times of crisis to ensure trust and stability?

Crisis communication demands three things: speed, honesty, and humanity.

• Speed: Stakeholders must hear from you early, even if you don’t have all the answers yet.
• Honesty: Acknowledge reality without sugarcoating – but project confidence in the path forward.
• Humanity: Facts alone are not enough. People need to feel seen, heard, and cared for.

Trust is earned precisely when circumstances are most difficult – and communication is the decisive factor.

What role do authenticity and transparency play in a leader’s communication?

Authenticity is the foundation of credibility. Leaders who project an image inconsistent with who they are will eventually be found out – and the trust erosion is often irreversible. However, authenticity does not mean indiscriminate disclosure. It’s about being real, being principled, and being appropriately open, even when delivering tough messages.

Transparency, meanwhile, is essential for building lasting relationships with stakeholders. It’s about treating your audience as partners, not passive recipients.

How can a CEO ensure that their message is correctly understood both internally and externally?

It starts with discipline:

• Distill the message to its essence and ensure you have a clear structure. What is the core narrative that you want your audience to take away? What exactly do you want them to think, feel and remember?
• Adapt it for different audiences without diluting its meaning. – Use story-telling techniques, examples, and metaphors that anchor complex ideas into tangible reality.
• Back up your core message with data.
• And most importantly: repeat key themes consistently across platforms and moments.

Understanding is never accidental – it’s the result of thoughtful repetition and resonance.

How does communication influence corporate culture, and what can leaders do to establish a positive communication culture?

Culture is not created by values posters on walls; it is created by how leaders communicate and behave every day. You have to literally walk the talk.

When leaders communicate openly, respectfully, and consistently, they set the tone for an organization where transparency, psychological safety, and accountability thrive.

Two practical steps:

• Model sincere empathy and openness yourself. Employees take their cues from what you say – and what you don’t.
• Institutionalize feedback channels. Create formal and informal mechanisms for two-way communication, ensuring that listening is as valued as speaking.

To say it in a punchline: Culture follows communication.

How do you measure whether communication is truly effective?

Effective communication is not about volume or visibility, it´s not about the “vanity” – it’s about impact and tangible outcomes.

This is why at FGS Global, we understand ourselves as the leading stakeholder strategy firm – driving successful outcomes.

The right measures depend on the objective:

• If the goal is to drive change, success is adoption and commitment.
• If the goal is to protect reputation, success is stakeholder confidence and support.
• If the goal is crisis navigation, success is recovery and resilience.

You should always tie communication efforts to measurable business or organizational results, to create momentum for your stakeholders. Of course, adapting to each singular case – because in the end, communication is a strategic lever, not an isolated activity.

Should communication play an even stronger role in management education?

Absolutely. Communication is not an ancillary skill; it is a core leadership attribute that touches every managerial discipline. It should be part of every university curriculum and every post-graduate degree. As part of their life-long learning, leaders should certainly be ambitious themselves and optimize their communication skills, especially the higher they climb through the ranks.

My colleagues and I teach at various schools such as St Gallen, Harvard Business School and others precisely because we believe future CEOs must be as skilled in communication as they are in finance or strategy.

Corporations can also institutionalize this. Various corporates require emerging top leaders to rotate through the communications function. It is transformational – deepening both their appreciation of communication’s strategic role and their personal competence.

Leadership without communication mastery is no longer sustainable.

Many companies faced backlash for taking strong stances on diversity issues in recent years. How can executives navigate these discussions effectively while maintaining credibility and trust?

The answer lies in conviction.

Values must not bend to the winds of political pressure or market sentiment. If an organization commits to Diversity, Equity, and Inclusion, that commitment must be unwavering – not because it’s fashionable, but because it’s right. Even if, and especially if, the political headwinds have become stronger. Leaders should root their external statements in their organization’s authentic, long-term values. And they must back words with consistent action.

Stakeholders will respect principled consistency far more than opportunistic adjustment. Credibility comes not from being popular – but from being trustworthy.

Closing Thought:

In a world where change is constant and scrutiny is intense, communication is no longer a soft skill. It is the architecture of leadership itself. As Christine Graeff reminds us, leaders who communicate with purpose, integrity, and courage will not only navigate complexity – they will shape the future.