Executive communications writer

The executive communications writer, or executive speechwriter, writes and adapts texts for an executive’s speaking engagements to their objectives, way of expressing themselves and audiences. They turn ideas and information, sometimes technical, into texts the executive can deliver. Their work connects the message to the organisation’s strategy and helps prepare for key communications moments.

Writing speeches for executives is one part of this role. Depending on the organisation, deliverables may also include talking points, presentations, opinion pieces or internal messages. The formats expected in the role therefore need to be specified. An address to specialists may retain technical detail that a message for an audience less familiar with the subject needs to explain.

The writer discusses the brief with the executive, gathers information from experts and reworks texts following their feedback. They also help prepare the speaking engagement. Their autonomy may cover research, organising requests and managing deadlines. This alone does not define their authority over positions expressed on the company’s behalf.

Executive communications writer, executive and communications leadership: who does what?

• The writer prepares the content, proposes suitable wording and incorporates contributions. Their work may include support during a speaking engagement.
• The executive provides their ideas and way of expressing them. When defining the role, specify the positions they wish to convey and the decisions that require their approval.
• Communications leadership provides the organisation’s communications framework. Agree with them on the discussions expected between the writer and experts.

Reporting arrangements vary: the writer may work closely with an executive communications lead, an external communications team or an editorial department. This specialism alone does not cover all brand communications or marketing content production.

The hire should enable an executive to deliver a message that is understandable and faithful to the information available to them. A text may read elegantly on the page yet remain difficult to say aloud, too technical for the audience or at odds with the executive’s style. Choosing the writer therefore involves assessing their ability to understand the subject as well as to find the words.

Simplification is a first point to consider. It should make the subject accessible without removing a necessary distinction. For an expert audience, the need may instead be to retain technical precision. When choosing the profile, specify which audiences the executive addresses and which subjects need explanation.

Collaboration matters too. Experts provide information, while stylistic expectations and priorities may change during preparation. A candidate who treats all feedback as simple changes to wording risks missing a change to the substance. Consider who can clarify information, who can change the position being expressed and who makes the final decision before release.

Fictional example: an executive is preparing to speak to employees about a technical project. After the first draft, an expert asks for an important qualification to be added. The writer must be able to incorporate that qualification in understandable language, then submit the revised version to the designated contacts. Removing it to make the text flow better would be a poor judgement.

Finally, a good fit for the role requires a way of organising work that accommodates the requests. Several texts may be in progress at once, with changing priorities. Before hiring, define the formats, access to the executive and experts, and the autonomy expected in managing deadlines. Responsibility for writing should leave no ambiguity about who approves the messages.

• Understand the objective, audience and context of each executive speaking engagement.
• Gather the executive’s ideas and experts’ information through interviews and exchanges of material.
• Research the subjects needed to prepare communications.
• Write speeches and other agreed formats in a voice suited to the executive.
• Explain technical subjects at the level of detail useful to the intended audience.
• Revise texts by incorporating feedback on information, style and consistency of messages.
• Organise requests and deadlines through discussions with leadership and experts.
• Help prepare speaking engagements, with support during events if this is part of the role.
• Adapt the writing output to changing priorities and current developments.

Useful foundations combine writing, editing, understanding subjects and preparing spoken delivery. A background in communications can develop these skills: FHSU’s corporate communications programme teaches writing, revision, public speaking and media relations, among other subjects, and lists speechwriting as a career option. This US example does not establish a compulsory training route in France.

Job advertisements also illustrate different ways of presenting qualifications. A. Bright Idea asks for a degree in communications or a related field. Anthropic accepts a bachelor’s degree or an equivalent combination of education and experience. These employer-specific requirements should not become a degree requirement for every candidate or an automatic equivalence with a French qualification.

When assessing a candidate’s background, look at the responsibilities they have already held: gathering someone’s ideas, working with specialists, writing in several formats and revising a text following feedback. Seek to understand what the candidate wrote themselves, the constraints they addressed and the discussions they conducted through to the accepted version.

Proficiency with production tools complements these foundations. A. Bright Idea mentions Microsoft Office and web software, as well as editorial guides, including AP Style Guide in its US context. For your role, specify the documents to be produced and the editorial guidelines to follow. Knowing a software brand does not replace the ability to write for the executive and their audience.

To assess this profile, you can structure the interview and exercises around the following criteria, adapting them to the communications expected in your organisation.

1. Define the criteria for the role

Specify the formats, audiences and subjects the candidate will need to cover. Distinguish independent writing, information gathering and decisions that will require approval.

Use a simple assessment framework: fidelity to the information, adaptation to the executive’s voice, understanding of the audience, quality of the text when spoken aloud and handling of feedback. Describe an observable result for each criterion.

2. Examine previous work

Ask for a text the candidate is authorised to present. Have them explain the objective, intended recipient, their personal contribution and the changes made after review.

Explore their approach: what questions did they ask the executive? How did they work with experts? What did they change to make delivery easier?

A precise explanation of their choices is a positive sign. A polished text is not enough if their contribution remains unclear. If the documents are confidential, offer a separate exercise rather than asking for their disclosure.

3. Offer a case similar to the work involved

Fictional example: provide a technical note and an authorised excerpt from a speaking engagement, then ask for a short address to employees who are unfamiliar with the subject.

State the objective, intended duration and information to retain. Allow questions so you can observe what the candidate seeks to clarify before writing.

Have the text read aloud. Examine whether the sentences are understandable, the transitions work and the text fits the supplied style. Have a subject-matter expert check the technical information.

A candidate who retains an important qualification and can explain their choice provides a positive sign. A simplification that changes the meaning, or an addition unsupported by the supplied material, calls for clarification.

4. Observe revision and collaboration

Introduce a change to the brief or two pieces of feedback with different consequences. Ask the candidate what they would change immediately and what they would seek to clarify before rewriting.

Look at their ability to incorporate a technical correction while keeping the message readable. Invite them to explain how they would flag a disagreement between the executive’s requests and those of an expert.

Assess organisation too: ask how they would divide their work between several texts and flag a deadline issue. Only require a demonstration of management skills if supervising others is part of the role.

5. Compare observations and references

Involve the executive in assessing the voice, a communications contact in assessing the consistency of the message and an expert in assessing the accuracy of the content. Agree on common criteria before comparing their feedback.

If your company lacks editorial expertise, seek input from a professional who can assess writing for spoken delivery. Keep decisions about the expectations of the role with the relevant people responsible.

With the candidate’s agreement, seek references on their contribution, their handling of feedback and their ability to meet deadlines. Compare these with the interview and exercise, without treating a single text as grounds for a definitive judgement.