Originally Published PR Week

Why do many CCOs I meet these days express frustration that their people are often viewed in their companies as tacticians, not strategists?

Take the case of two people I know: Sid Lipschitz and Zelda Schpondulix, executives at the Acme Explosives Corporation. (Okay, the characters are composites and the company name requires credit to Warner Bros., but the situation is real.)

Sid is VP/Communications and he reports to Zelda, the company’s SVP/Chief Communications Officer.

Sid joined Acme 15 years ago, after three years writing for a leading trade publication, a job he secured right out of school. Once with Acme, Sid grew into a terrific media relations pro.

His boss Zelda joined Acme four years ago when the company decided to raise the bar for corporate communications. Zelda had spent the prior 10 years at a Fortune 100 company and has succeeded at Acme, where she is considered a key part of management.

But after four years, Zelda has come to realize she is about the only person in communications who is valued as a counselor.

Her people are viewed as tacticians. They haven’t seemed to demonstrate the competency and skills required to earn that elusive “seat at the table.”

What should Zelda do?

The short answer: Look in the mirror.

Sid has been an excellent performer at Acme for 15 years. But there’s a big difference between being a good media guy and a senior advisor. Does he have true potential? Be honest. If not, Zelda needs to figure out if she can live with his staying in his box and having to work around him. But that tends to stifle the growth of others.

If Zelda thinks Sid has real potential, then Zelda should immediately get to work:

Review him ASAP and have an honest discussion.

Incorporate feedback from company executives that reflects their admiration of Sid’s work and their desire to see him step up. That criticism can actually be motivating, and it may be the first time he’s heard it.

Coach him.

Just because someone can book media, doesn’t mean they know how to read an annual report or counsel executives.

Institute accountability.

Measure Sid’s progress. Solicit formal feedback from Sid’s “clients.” This accountability will inform Sid of how he’s doing vs. management expectations, and it will make clear to Zelda if Sid has risen to the occasion or she must make a change.

One final thought: Zelda needs to consider if her organizational structure develops and rewards tacticians over strategists. It very well might.