Published 16th Jun 2026
Speaker Ariane Rolland
Reported on by Empower Mentee Thushara Zacharias
As communicators, many of us spend years becoming exceptionally good at execution — crafting messages, managing channels, writing leader notes, handling campaigns, and keeping everything moving. But at some point, especially mid-career, the question changes from “Can I deliver?” to “Can I influence?”
That was exactly why Clarissa Haller’s recent masterclass, attended as part of the 2026 edition of GWPR’s Empower programme, resonated so strongly with me. The session wasn’t about becoming louder in the room or more visible for the sake of it. It was about becoming trusted enough to shape decisions while they are still being formed.
And honestly? That shift feels both exciting and mildly terrifying.
Clarissa distilled the session into 10 practical ideas that felt less like communication theory and more like career survival skills for communicators who want a seat closer to decision-making.
The first was deceptively simple: start with the business problem, not the communication task. It sounds obvious, but communicators are often so eager to help that we jump straight into execution mode before diagnosing what actually needs fixing.
She also spoke about earning authority through preparation, not title. That one particularly stayed with me. Influence comes from understanding stakeholders, risks, resistance points, and consequences before entering the room — not from having the loudest opinion in it.
Another powerful reminder was to say difficult things early. Not an easy habit to build, especially when decisions are still fluid, but avoiding discomfort rarely protects credibility in the long run.
Clarissa also challenged us to translate communication advice into leadership language. Leaders do not think in campaigns or channels; they think in trust, growth, risk, reputation, and business impact. That reframing alone changes how recommendations are received.
One point I especially appreciated was being close to power without being captured by it. Influence requires proximity, yes — but also enough independence to reflect on the external realities instead of reinforcing internal echo chambers.
She also made an important distinction between confidence and certainty. In high-stakes environments, confidence is not knowing everything. It is being able to clearly articulate what you know, what you assume, and what you recommend despite ambiguity.
We were encouraged to bring options, but also a recommendation. Not hide behind neutrality. Not simply present possibilities. But actually, exercise judgment.
There was also an honest discussion about understanding organisational politics without getting consumed by them, protecting teams from unnecessary noise during uncertainty, and ultimately building a reputation for judgment rather than output.
That final point perhaps stayed with me the most. In a world obsessed with speed and visibility, communicators often measure value through volume. Clarissa’s session was a reminder that long-term influence is built differently — through clarity, judgment, courage, and trust.
And maybe that is the real transition from communicator to advisor.
