Polishing the Mirror: Guiding CEOs Through Decision-Making

Picture this: the CEO’s office is a cockpit, the CEO is the pilot, and the communicator is the trusted co-pilot. The skies look clear, but the radar flashes warning signals—a storm of market uncertainties, a rival jet flying too close, and the looming possibility of turbulence from a miscalculated maneuver. In moments like this, the communicator’s role isn’t just handing over a flight plan; it’s about grabbing that radar and saying, “Here’s what we see, and here’s what we should do.”

CEOs often navigate between two types of decision-making errors: errors of commission (doing too much) and errors of omission (doing too little). For a communicator, their job is to prevent both—not by holding the CEO’s hand, but by holding up a mirror. A communicator must reflect the consequences of action and inaction and ensure the CEO isn’t flying blind.

The Mirror Metaphor

Let’s dive deeper into that mirror analogy. Think of the communicator’s role as polishing a mirror for the CEO, so they can clearly see:

1. What they’re saying versus what people need to hear.
2. How their decisions align with the organisation’s values.
3. What risks loom beneath the surface of their confidence.

This isn’t your regular bathroom mirror, though. It’s more like a carnival funhouse mirror, which, unless corrected, exaggerates the CEO’s ego, distorts risks, and hides blind spots. A communicator’s job is to adjust that mirror—flattening it out so the reflection is real, balanced, and actionable.

Walking the Tightrope Between Action and Inaction

Imagine the CEO balancing on a tightrope. On one side lies the valley of too much action—excessive investments, over-ambitious expansions, or hasty product launches that backfire. On the other side lies the chasm of inaction—missed opportunities, stalled progress, and dwindling morale.

The communicator is the safety net, calling out, “Hey, lean a little left, slow your pace, or rethink the next step!” This balancing act defines a communicator’s value in decision-making.

What does this safety net look like?

• Simplified Insights: Take complex market reports, employee feedback, or financial projections and condense them into actionable points.
• Empathy-Laced Recommendations: Frame suggestions not just around numbers but around how decisions affect employees, customers, and stakeholders.
• Scenario Building: Map out what might happen if a decision is made (commission) versus if it’s ignored (omission). It’s a crystal ball—minus the magic, but backed by data.

The CEO’s Echo Chamber Problem

Ever walked into a canyon and yelled, only to hear your own voice bounce back? CEOs often live in a similar echo chamber. Their ideas and decisions reverberate around them, amplified by those who won’t challenge them.

Here’s where communicators come in like a fresh breeze, sweeping away the echoes and adding voices of reason. The trick? They must do this tactfully:

• Swap “That’s a terrible idea” for “Here’s how this might play out, and here’s an alternative.”
• Shift from “You’re wrong” to “Let’s explore what this could mean for the team.”

This ability to be both a critic and a cheerleader is the communicator’s superpower.

Communicating with Purpose

To truly guide a CEO, communicators need a toolkit that’s practical. Let’s break it down:

1. Clarity Is a Compass: When CEOs are lost in a fog of options, communicators provide direction. Think of it as reducing the clutter on a cluttered desk, leaving behind only what matters.
2. Empathy Is the Bridge: CEOs may focus on strategy; communicators help them cross the bridge to understand the human impact of their decisions—on employees, customers, and even society.
3. The Risk Dashboard: Visualise a dashboard with two dials: Omission Risk and Commission Risk. The communicator tweaks these dials, alerting the CEO when one risk starts blinking red.
4. Solution-Focused Spotlights: Imagine a spotlight that not only shows a problem but also lights up the escape route. Communicators don’t just raise alarms; they come armed with solutions that minimise uncertainty and maintain cash flow.

What Happens Without the Mirror?

Without a skilled communicator, CEOs are at risk of:

• Overconfidence Leading to Errors of Commission: Imagine a poorly thought-out expansion that drains resources.
• Paralysis Causing Errors of Omission: Think of a missed opportunity to acquire a promising startup because the risks seemed too ambiguous.

The ripple effects? Damaged reputations, lost employee trust, and financial instability.

The Quiet Power of the Communicator

Communicators rarely sit at the front of the stage. But their influence is felt in every line of a CEO’s speech, every strategic decision announced, and every company milestone achieved.

They don’t just shape messages; they shape outcomes. They are the ones ensuring that when the CEO speaks, the words land not just with applause but with understanding and alignment.

Polishing the Mirror for the Future

In an ever-evolving business landscape, where decisions are made faster than you can say “quarterly results,” communicators are the steady hand on the rudder. They polish the mirror, tighten the safety net, and hold up the radar.

So, next time you hear a CEO delivering a perfectly calibrated message or see a strategic decision hit the bullseye, look behind the curtain. Chances are, a communicator is back there, quietly polishing the mirror to ensure the CEO sees—and steers—clearly.

The views and opinions published here belong to the author and do not necessarily reflect the views and opinions of the publisher.

Minal Chaterjjee

Minal Chaterjjee holds over two decades of experience. She has tackled communication challenges, made teams more agile and delivered outstanding results for top organisations worldwide including Unilever, Amazon, Medtronic, UltraTech and more.

Problem-solving for leaders is her superpower, and communication is her strategic tool of choice. As a student of human behavior, she brings deep understanding of people into solutions, crafting communication that inspires action.