Messaging Isn’t the Problem, and What Happens Before the Words Matter More

Written by Sarah Roberts, Global Strategy and Communications Leader

Sarah is one of two managing partners at Vane Percy & Roberts with 25 years of experience in global strategy and communications. Known for her clear thinking, sharp wit, and approachable style, she blends expertise in media, public affairs, and strategy to deliver smart, effective solutions that make a real difference.

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When a message isn’t landing, whether it’s a campaign, a change narrative, or a leadership statement, the first instinct is often this: we need better words. And sometimes that’s true. But more often than not, the problem isn’t the language. It’s what’s underneath it.

We reach for messaging when we want clarity, but words alone can’t create it

I’ve worked in communications and strategy for over two decades, across healthcare, philanthropy, and public policy. I’ve helped CEOs prepare for high-stakes moments and organizations reposition themselves during complex transitions.

And what I’ve seen, again and again, is this: when messages fall flat, it’s rarely because of poor copy. It’s because of poor clarity, misalignment, or unresolved tension that no amount of tone-polishing can fix.

If the message isn’t landing, the work starts earlier

Before you write, you have to ask:

• Do we actually know what we believe here?

• Are we aligned internally on what we’re trying to say, or are we papering over disagreement?

• Is this messaging trying to hide a difficult truth rather than speak it?

• Are we rushing to words before doing the harder work of listening?

Because here’s the truth: the most powerful messaging doesn’t come from clever phrasing. It comes from clarity, from conviction, and from a willingness to name what’s real.

Messaging can’t fix a leadership gap

I’ve been in rooms where leaders want a message that creates trust but haven’t earned it yet, where they want to inspire confidence but aren’t confident in the decision, and where they want to ‘engage stakeholders’ but haven’t actually engaged them meaningfully.

In those cases, messaging becomes a sticking plaster, a script to perform, rather than a truth to share.

And the people on the receiving end? They know. They always know.

Before you speak, get clear

Strong messaging depends on decisions that have been thought through, not just agreed on under pressure. It needs alignment between what you say and what you do, between your public statement and your internal culture, and between the story you want to tell and the reality you’re willing to face.

If you’re not willing to do that work, no amount of polish will save you.

Because words that aren’t grounded in truth don’t inspire, they erode trust.

So what actually needs to happen before the messaging?

Here’s what I always recommend:

1. Slow down and clarify. What is the real message? Not just what’s palatable, but what’s true, relevant, and needed now.

2. Interrogate the why. Are we communicating to connect or just to protect ourselves?

3. Sense-check alignment. Are our actions, decisions, and values pointing in the same direction as our messaging?

4. Make room for discomfort. If the message feels too easy, it might be too empty. The truth usually carries some tension.

5. Engage, don’t announce. Especially in change moments, dialogue builds more trust than a perfect line.

The best messaging doesn’t sound clever. It feels true

It doesn’t try to spin. It doesn’t try to please everyone. It doesn’t tiptoe around reality to protect the brand.

Instead, it meets people where they are. It acknowledges the context. It reflects the work already done behind the scenes and the work still to come.

It’s not designed to impress. It’s designed to connect.

So no, messaging isn’t the problem

But if you’re finding that your words aren’t landing, ask yourself: what haven’t we said yet? What haven’t we decided? What are we avoiding?

Because the moment you get clear on that, the messaging almost writes itself.

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Read more from Sarah Roberts

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Sarah Roberts, Global Strategy and Communications Leader

Sarah is one of two managing partners at Vane Percy & Roberts, with 25+ years in global comms, strategy, public affairs, and stakeholder relations. Known for her clear thinking, sharp wit, and approachable style, she delivers tailored solutions that drive impactful change. Her mission: to lead with authenticity, foster collaboration, and ensure every team member feels heard and valued. Recognised for her bold, inventive approach, Sarah is a gifted networker and convenor of creative talent, always ready to make strategic choices that drive success.