The job duties they don't tell you about

Thanks for reading Pluck! Today, we’re talking about the responsibilities that don’t show up in a communicator’s job description.

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When I decided to leave my career in the federal government, I began what ultimately became an almost yearlong job search. I cast a wide net, looking for speechwriting and executive communications roles in just about every major city and industry. I read countless job descriptions, sent out dozens of resumes, and got very, very good at talking about myself.

The jobs I interviewed for had a lot in common. They were looking for a skilled writer, obviously. They wanted someone who was strategic, collaborative, and detail-oriented. And, of course, the ideal candidate would have a can-do attitude and be great at juggling multiple priorities.

But as I’ve learned throughout my career, there’s a big jump to be made between the responsibilities and skills outlined in a job description and what it takes for a communicator to actually succeed in the role. Here are just a few of the “other duties as assigned” I’ve taken on over the years.

Translator

When you become an executive communicator, it’s not long before you get treated as an extension of your leader. Except most people in your organization will find you much easier to talk to. And talk they will: about how they should present something to your boss, or about how they should interpret a look or comment made in a meeting. Part soothsayer, part codebreaker, be prepared for the lines that form outside your office.

Diplomat

Of course, your leader will also treat you as an extension of themselves—one that can be dispatched to do reconnaissance or negotiate on their behalf. You might be asked to float an idea in a meeting to see how it will be received, or to liaise with lawyers and subject matter experts to figure out how to make a splashy point that’s also defensible. Get comfortable asking, “What can you live with?” without feeling too bad about it—after all, it’s for the boss.

Personal shopper

Surely you didn’t think getting your executive ready for an event just meant writing remarks and helping them practice. No, no, no—you’re responsible for making sure they get on that stage as their best self. And that best self has a lot of very human needs. So get used to keeping your leader’s favorite snack in your bag, and don’t be surprised when you’re asked to weigh in on what belt or lapel pin to buy.

Advance staff

Making sure your executive is ready for an event is only half the battle. You also need to make sure the event is ready for your executive. Every engagement should be maximized for your speaker’s success, from how the room is set up to what questions will be asked during a fireside chat. Be prepared to move furniture, test podiums and mics, and schmooze (or boss around) an unprepared moderator.

Therapist

Working this closely with a leader is a space few occupy. You travel with them, have meals with them, pick lint off their blazer for them. As they get comfortable with you, an intimacy develops. You can quickly become privy to their biggest problems and deepest insecurities. While this signals they see you as a safe space, it can come with its own risks. Keep their confidence, but create boundaries around what you will and won’t discuss.

Coach

Ultimately, your job is to help an executive say the right words, in the right rooms, from the right headspace—free of whatever baggage might otherwise hold them back. The idea of coaching someone in this way—especially someone who sits so far above you on the org chart—might feel inappropriate or wrong. But having the confidence to do it will transform you from just a communicator to a trusted advisor.

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Pluck: A Newsletter for Fearless Communicators is produced by Justine Adelizzi, an award-winning speechwriter and communications leader. She is the founder of FEARLESScomms, a coaching and consulting firm dedicated to creating fearless communicators.