Why public relations deserve a seat at the boardroom table

Blog by Marie-Noëlle Elissac Foy, Chart. PR, MCIPR is the Founder and Director of The Talent Factory, a Public Relations company offering services in Communication, Public Relations Strategy, Media Relations, Events Management and Editorial Services. She has successfully transitioned from a long career in the local media to Public Relations Strategist. In 2020, she became the first Mauritian to be awarded the status of Chartered Public Relations Practitioner by the Chartered Institute of Public Relations.

Marie-Noëlle Elissac Foy, Chart. PR, MCIPR

After a decade in public relations, I have watched from the sidelines as boards make decisions that could have benefited tremendously from Public Relations expertise in the room. The relegation of communications to a downstream function rather than a strategic imperative has cost organizations dearly—in reputation, in trust, and ultimately, in value. It is time to acknowledge an uncomfortable truth: boards without Public Relations representation are operating with a dangerous blind spot.

Reputation is a board-level asset

The most valuable asset many organizations possess is not listed on any balance sheet. A company’s reputation—built painstakingly over years—can evaporate overnight with a single misstep. Yet remarkably, the discipline most focused on protecting and enhancing this asset rarely has direct board representation. In today’s complex world, the relationship between governance, trust, and communication has never been more critical.

These three pillars form an interconnected web that determines the success or failure of organizations, institutions, and societies at large. Yet, too often, we see them treated as separate concerns rather than the deeply intertwined forces they truly are.

When I counsel CEOs through reputation crises, the common refrain is, "I wish we had seen this coming." PR professionals are trained to spot reputation risks before they materialize. We understand the subtle shifts in stakeholder expectations and social currents that can transform yesterday’s acceptable practice into today’s reputational liability. This foresight belongs at the highest level of governance.

The Stakeholder Intelligence gap

In boardrooms across the country, decisions are made based on financial projections, operational metrics, and market analyses. What is often missing? A sophisticated understanding of how these decisions will land with critical stakeholders.

PR professionals maintain constant connection with diverse stakeholder ecosystems. We know when employee sentiment is shifting, when consumers are growing skeptical, when community concerns are brewing, and when media narratives are evolving. This intelligence is invaluable for board deliberations, yet it is frequently filtered through layers of management before reaching directors—if it arrives at all.

Consider how frequently organizational failures can be traced back to breakdowns in this three-way relationship. When leaders operate behind closed doors, making decisions without explanation or consultation, trust erodes. When communication channels are one-way or opaque, stakeholders feel marginalized and disenfranchised. When trust is broken, even the most well-intentioned governance structures can collapse under the weight of cynicism and resistance.

The digital age has only amplified these dynamics. Social media and instant communication have created expectations of transparency and accessibility that many traditional governance structures struggle to meet. Leaders can no longer rely on authority alone – they must actively earn and maintain trust through consistent, authentic communication.

Yet there’s a delicate balance to strike. Over-communication can be as damaging as under-communication, and transparency must be tempered with discretion. The most effective leaders understand that trust is built not just through what is shared, but how and when it is shared. They recognize that governance structures must be flexible enough to adapt to changing circumstances while remaining stable enough to provide security and predictability.

Too often, I have been called to help "communicate" a decision already made—only to discover the decision itself contains elements that undermine credibility or trust. Authentic communication is not about clever wordsmithing after the fact—it is about ensuring decisions themselves are shaped with stakeholder perspectives in mind from the outset. When Public Relations practitioners have a seat at the board table, communication considerations become woven into the decision fabric rather than stitched on afterward.

Crisis readiness is governance responsibility

The companies I have worked with pre and post-crisis invariably wish they had been better prepared. In today’s environment, where issues can escalate from social media mention to national news in hours, crisis preparedness is a governance imperative, not an operational nicety.

Public Relations professionals bring both the mindset and methodologies needed for effective crisis governance. We understand escalation protocols, stakeholder prioritization, message discipline, and reputation recovery. These capabilities should not be accessed only after a crisis strikes—they should inform board thinking about risk management and strategic resilience.

Purpose and ESG demand authentic communication

As environmental, social, and governance (ESG) considerations become central to corporate valuation and stakeholder expectations, boards face increasing pressure to demonstrate authentic commitment to purpose beyond profit.

PR experts help boards navigate the complex terrain of purpose-driven leadership and ESG communication. We understand the critical difference between meaningful stakeholder engagement and superficial "purpose-washing." In an era where authenticity is currency, this distinction matters more than ever.

Studies have shown that companies with strong reputations outperform their peers by up to 20% in terms of financial returns, highlighting the tangible value of PR expertise in governance.

A recent survey by the Institute of Directors (IoD) and the Chartered Institute of Public Relations (CIPR) found that boards with PR representation are more likely to report higher levels of stakeholder trust and faster crisis recovery times.

Globally, regions like Europe are leading the way in integrating diverse perspectives into boardrooms, which can inform how PR professionals contribute to strategic decision-making. For instance, the EU’s emphasis on stakeholder engagement in corporate governance frameworks underscores the importance of PR in ensuring that organizational strategies align with societal expectations.

The path forward

To effectively integrate PR into governance, boards can establish clear frameworks such as appointing PR-savvy directors, creating advisory roles that bring communications expertise into board deliberations, or forming dedicated committees focused on reputation and stakeholder relations. This might involve establishing a Chief Communications Officer (CCO) role with a seat on the board or implementing regular stakeholder sentiment audits to inform strategic decisions.

Looking ahead, emerging technologies such as AI-driven sentiment analysis and social media monitoring will further amplify the importance of PR in governance. As boards navigate these shifts, they must leverage PR professionals’ ability to interpret and respond to stakeholder sentiment in real-time, ensuring that organizational strategies remain aligned with evolving societal expectations and technological advancements. This forward-thinking approach will not only enhance crisis preparedness but also foster a culture of transparency and trust, essential for long-term success in today’s interconnected world.

The case for PR representation at the board level is not about elevating a single function—it’s about ensuring boards have access to critical perspectives that shape organizational success. Just as boards benefit from financial, legal, and operational expertise, they need the stakeholder-centric viewpoint that communications professionals bring.

For boards ready to close this governance gap, the options are clear: appoint directors with substantial PR expertise, create advisory positions that bring communications perspectives into board deliberations, or establish dedicated committees focused on reputation and stakeholder relations.

Whatever the approach, the imperative is clear. In today’s complex stakeholder landscape, Public Relations representation at the board level isn’t a luxury—it’s a governance necessity.