Why Communications Director hires carry hidden risks — And how to reduce the risk

Writer: Jari Tourunen

Many Communications Director searches succeed. But far too many carry an unnecessary risk of failure — not because the talent doesn’t exist, but because organizations often focus on the wrong things during the hiring process.

Most companies know how to assess internal communications capability. Yet the skills that truly determine success in the role — media influence, crisis leadership, public affairs, and political judgement — often receive far less scrutiny. This mismatch doesn’t guarantee failure, but it significantly increases the likelihood of hiring a communicator when what the organization actually needed was a strategic leader.

Below are the six most common pitfalls that raise the risk of an unsuccessful Communications Director hire.

1. The role is not clearly defined

Organizations frequently enter the search without a clear understanding of whether they need a crisis leader, a public affairs strategist, a media relations expert, or a strategic brand communicator. When the purpose of the role is unclear, the selection becomes subjective and based on personality rather than strategic need.

2. Leadership requirements are underestimated

The mistake is common: hiring a strong communicator when the job requires a seasoned leader. A Communications Director sits at the leadership table, shapes organisational thinking, and drives change. Technical communication skills are important — but insufficient.

3. The political and societal environment is ignored

Any organisation operating in public debate needs a Communications Director who understands how decisions are made and how influence works in practice. Without this competency, the role becomes reactive rather than strategic.

4. Stakeholder relationships are not assessed

Communications leadership is fundamentally built on trust. If a candidate lacks credibility and access in media, policymaking or regulatory circles, their impact will inevitably be limited. This critical dimension is surprisingly often overlooked.

5. PR skills are mistaken for strategic communications

Visibility does not equal impact. Many organisations lean toward candidates with strong campaign or PR backgrounds, even though their true need is long-term strategic communications — the kind that supports business objectives, reputation, and influence.

6. Media debt goes unnoticed

Media debt refers to an organisation’s limited or weak relationships with key journalists and media outlets. Without trust, earned media is difficult, and crisis communication becomes mechanical. A new Communications Director starting in an environment of high media debt faces a disadvantage from day one.

Conclusion: Reducing the risk requires sharper evaluation.

The Communications Director role is unique: it sits at the intersection of leadership, strategy, politics, and media. When organisations understand this — and evaluate candidates accordingly — the probability of a successful hire increases dramatically.

Jari Tourunen |Partner| jari.tourunen@chief.fi | +358 40 056 0836