How Can Leaders Effectively Speak Out? 3 Strategies For Success

Leaders are expected to set the tone at the top of their organization. This can mean that they feel obliged to speak out on important – and potentially divisive – issues. With speaking out comes the risk of backlash. So, how can leaders be effective at making their voices heard?

1. Don’t swing at every pitch

“I’m hearing buyers’ remorse from CEOs who have collectively created an expectation that they’ll comment on controversial social and political issues,” says Rob Hayward, chief strategy officer at organizational ethics specialist Principia Advisory. “At a time when political leadership has often seemed lacking, there has been a temptation for business leaders to step into the vacuum. But giving into that temptation has meant that many businesses have ended up diluting their efforts through swinging at every pitch.”

Hayward acknowledges that people want businesses to take the lead on solving some of the world’s biggest issues. But he warns business leaders against setting themselves up as the “moral arbiters of the universe”. Leaders who take positions on sensitive, highly polarized issues risk causing more problems than they solve, he suggests.

What business leaders need to do now is to find a middle ground, Hayward recommends. “A retreat to the safety of a no-comment, apolitical stance is impossible,” he says, “but leaders must be more targeted about where and when to intervene. Companies must ground their approach in their own purpose and values, understanding those issues that are directly connected to their core business, and identifying how they can exert their influence on those topics that matter most.”

2. Be clear on why you are speaking out – and on whose behalf

“Leaders should speak out on the big issues,” says David Ross, an international strategist, peacemaker, founder of Phoenix Strategic Management and author of Confronting the Storm: Regenerating Leadership and Hope in the Age of Uncertainty. “But, before you do, be very clear about why you will speak out and on behalf of whom because once you become visible on such matters, you will be subjected to scrutiny – reasonable and otherwise.

Ross’s advice is to be led by your organization’s mission and values, not the marketing team. “Don’t seek to attach cynical, short-term marketing opportunities to your message as people will see right through that,” he warns.

He adds: “Don’t be led by ego, but rather become informed on the issues you feel passionate about. Seek feedback from staff and stakeholders – particularly those with very different perspectives – on what concerns you and reflect before you speak out.”

It’s critical, according to Ross, that you can back your views up with your organization’s own efforts. He says: “Don’t ever speak out on an issue unless your organization is already seeking to authentically tackle the issue, in the present and the future.”

3. Acknowledge the high-stakes topics

Sustainability is a good example of a topic where leaders are increasingly expected to speak out. Yet because of the high stakes involved, they can be wary of saying the wrong thing.

“Many leaders find themselves caught between greenwashing – the overstatement of sustainability efforts – and greenhushing – the tendency to remain silent to avoid scrutiny,” says Julia Binder, professor of sustainable innovation and business transformation at the IMD Business School in Switzerland and co-author of The Circular Business. “As a result, many business leaders have started to shy away from communicating about sustainability altogether.”

Instead of keeping silent, Binder says that leaders should offer a candid, transparent view of where the company currently stands, rather than presenting an overly polished image or communicating only when a project is fully realized. “Authenticity means acknowledging both progress and challenges,” she explains. “For example, if circularity efforts are facing barriers, such as lack of access to recycled materials or challenges in product design, share that information openly. It humanizes the process and demonstrates commitment, even in tough times.”

Leaders may believe that avoiding certain issues will make their lives easier. Nevertheless, some issues simply cannot be avoided – not if they are to fulfil their roles responsibly. “The key to building credibility and trust isn’t avoidance,” Binder concludes. “It’s embracing authenticity and transparency.”

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