Communicating in turbulent times: What Australian CEOs need to know
Global politics are once again dominating headlines and boardrooms.
With the return of the Trump era, Australian business leaders are navigating a more volatile environment. Political uncertainty is rising, public debate is more polarised, and the pressure to take a stance is increasing.
For CEOs, this doesn’t mean speaking at every opportunity. But when a moment demands it, the cost of saying the wrong thing — or saying nothing — can be significant.
Over the past three years, Orizontas has worked with more than 20 public, private and government organisations facing these kinds of challenges.
What matters most in these situations is knowing when to speak, and how to do it with purpose.
Who this article is for:
You’re a CEO, COO, or executive leader who may need to speak publicly, defend a shift in strategy, or hold internal alignment during a high-pressure period.
You’re a Head of Corporate Affairs or Communications, supporting your leadership team during times of public scrutiny, change, or polarised opinion.
You work in sectors like energy, infrastructure, health, property, or government, where public pressure, media interest, or regulatory exposure is rising.
Three scenarios where a CEO needs to speak with clarity
1. Facing the media or public scrutiny
In an age of rolling headlines, CEOs are often expected to represent the business not just to investors, but to the broader public. Whether the issue is geopolitical or market-driven, silence can look like avoidance.
In Trump-influenced cycles, statements are interpreted through political lenses. What you say — and how you say it — matters more than ever.
Speak like this:
“Our priority is continuity — for our customers, for our partners, and for our people. We’re focused on staying the course while planning for a more unpredictable global landscape.”
Not like this:
“We don’t get involved in political matters — it’s business as usual for us.”
Tip: Anchor your message in business impact and corporate values, not political commentary. Reaffirm your company’s long-term commitments, regardless of who’s in office.
2. Speaking at industry or global forums
When representing your organisation at a public forum, consistency becomes critical. One comment made at a panel can echo across media, stakeholder briefings, and staff channels.
Use these moments to reinforce your corporate story — what your company stands for, what it contributes, and how it navigates complexity.
Speak like this:
“We believe companies have a role in building resilience across borders. For us, that means strengthening local partnerships while maintaining a long-term international outlook.”
Not like this:
“There’s not much we can do about global instability — we’re just waiting to see how it unfolds.”
Tip: Don’t speak for the news cycle. Speak for the long game.
3. Communicating internally during external instability
Political shifts, tariff debates, and regulatory changes often trigger uncertainty within organisations. Employees want to know where the business stands, and how leadership plans to respond.
In moments like these, CEOs play a stabilising role. Even a short message to staff can reinforce alignment and direction.
Speak like this:
“We’ve faced uncertainty before. Our fundamental values are strong, and our leadership team is actively planning for what’s ahead. If you have concerns, talk to your managers — we’re here to listen.”
Not like this:
“You’ve probably seen the headlines — we’ll update you if anything changes.”
Tip: Be direct. Share what you know, what you’re watching, and what matters most right now.
What’s different in the Trumpian context?
1. Public discourse is more polarised
Neutrality is harder to maintain. Choose words that signal values and strategic intent — not sides.
2. Media narratives are more fragmented
A consistent message across all channels — media, investor comms, internal — is more important than ever.
3. Policy shifts happen fast
Decisions from Washington can impact supply chains, market sentiment and diplomatic relations overnight. Be ready to explain your response in real time.
A communication checklist for Australian CEOs
When preparing to speak in high-stakes moments, ask:
| Question | Why it matters |
| What’s the context? | Understand the external factors — political, media, social. |
| Who am I speaking to? | Tailor tone and content for investors, government, public, or employees. |
| What impact are we addressing? | Focus on what matters to stakeholders — not internal jargon. |
| What values are we reinforcing? | Align every message to the company’s core beliefs. |
| What is the takeaway? | Leave no ambiguity around priorities, actions, or position. |
Example: A CEO of a regional logistics company released a short statement during a period of US-Australia trade uncertainty. It acknowledged the headlines, reaffirmed the company’s commitment to stable service delivery, and outlined three immediate steps they were taking to prepare — giving confidence to customers, staff and government partners alike.
Final thoughts
Not every situation calls for a CEO to step forward. But when pressure builds — whether from media, regulators, investors or public sentiment — the absence of clear leadership can create more risk than reward.
The most effective CEOs approach these moments with three priorities in mind:
- Be intentional. Know why you’re speaking, who you’re speaking to, and what outcome you’re aiming to influence.
- Be consistent. Align your message with your company’s strategy, values and existing communications — both internal and external.
- Be prepared. High-pressure moments rarely come with warning. Have clear messaging principles and support in place before they’re needed.
Speaking clearly when the stakes are high isn’t about having the perfect soundbite. It’s about showing leadership, building trust, and reinforcing what your organisation stands for — especially when it matters most.
How Orizontas can help
We work with CEOs, executive teams and corporate affairs leaders to prepare for, respond to, and lead through high-stakes communication moments.
Our work includes:
- Communication audits to assess risks and readiness
- Message frameworks for public and internal alignment
- CEO and Board positioning and counsel for complex or contested environments
- Support through regulatory scrutiny, activist pressure and major change
If you’re facing pressure — or preparing for it — we can help you plan what to say and how to say it.
About the author
Vanessa Liell is a strategic communications leader and co-founder of Orizontas. With over 25 years of experience advising CEOs, boards and senior leaders, she specialises in helping organisations navigate political, market and reputational risk.
Prior to Orizontas, Vanessa was co-founder and CEO of one of Australia’s largest and most awarded communications agencies, leading work for clients including Facebook, GE, Airbnb, Westpac and government departments.
She now works with executive teams in sectors such as energy, infrastructure and government to shape public positioning and support high-stakes messaging. Vanessa is also a non-executive director, a Fellow of Communications and Public Relations Australia and a Member of Chief Executive Women.
Phone Number: +61 (0) 418 662 168
Email: vanessa.liell@orizontas.com.au
Linkedin: https://www.linkedin.com/in/vanessalie