At a recent gathering of exec comms directors, participants were asked to write a “midnight memo” to their CEO, to be read aloud before the group, in secret.
As soon as we heard them, of course we wanted to print them.
I think the key to the exercise, and what made the memos special, wasn’t as much the directness of them, but the diplomacy required to write something they could actually imagine themselves sending.
Of course most of the participants declined to share their memos and the rest edited them carefully and requested anonymity.
We’d love to invite you to write your midnight memos. And we’d love to publish them on the same terms, for an article—or, if we get enough of them, even a white paper on this subject. Send to david.murray@prorhetoric.com.
—DM
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If there’s one thing you know you’ll always get from me, it’s straight, pragmatic insight into what I’m seeing and what I’m thinking.
Maybe that will cost me the job someday. If it does, I’m riding into the sunset on horse named Transparency Over Regret.
So here it is—a short list of advice for your consideration, in no particular order:
First, listen fully before reacting. Speed matters, for sure. But the overarching context matters too. Let the team paint the full picture before you draw hard-line conclusions. The consideration of those extra few details could change everything.
Second, trust more. Not blindly, but enough to genuinely try on the counsel you ask—and by the way—pay us for. The best outcomes often come from leaning into approaches that initially feel uncomfortable or unfamiliar. That’s a growth mindset. And it looks good on everyone, at every level.
Third, fully embrace the leadership narrative you champion. Leaders lead. They don’t wait for permission, they don’t pursue 100% consensus, and they certainly don’t follow the crowd. Some of your strongest instincts are the ones that challenge convention. Let’s be leaders, not just talk about the importance of leadership.
Fourth, invest more of your time in the opportunities that advance the business and the people doing the work—not on personal recognition. We require a relentless focus on our priorities, right? Let’s all walk that walk, together.
Finally, keep treating our people like humans. You do this exceptionally well. People feel seen by you. They feel valued. In a corporate world that too often treats team members like interchangeable parts—cogs in a machine—your humanity stands out. And it matters more than you know.
So, should I pack up my office now?
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Your employee-first leadership style is authentic, and your actions consistently reinforce it. You lead with empathy in a way that’s increasingly rare among CEOs. That said, I think you could take it one step further. You are very generous with your time, often agreeing to external requests as favors to business partners or friends. Admirable as that is, those commitments add up and take away from the amount of time you’re able to spend with frontline employees in their own environment. This was something you used to prioritize more naturally, and people miss that level of connection. You could be even more tuned in to your workforce if you committed to at least a few informal visits per year. No agenda—just an opportunity to listen, ask questions, share your appreciation, and make employees feel seen and heard. This would carry enormous weight, strengthen trust and likely uncover gaps or opportunities you’re not currently aware of.
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I’m hoping you’re open to counsel. It would contribute to your—and our—success. And it would be better for our team.
I’ve been doing this a while now. For many CEOs and leaders guiding massive transformation. Different leadership styles can succeed. Consider, though, what it means to be a Battlefield General and a Peacetime General.
When bullets are flying—or whatever happens when a corporation goes through the latest drama—we want a Battlefield commander. We need a Battlefield commander. Clear plan. Decisive direction. You command. We execute.
Teams can’t sustain high performance in those conditions indefinitely. In Peacetime, it’s about pacing ourselves and motivating colleagues. Set a clear vision for where we’re headed—celebrate incremental milestones along the way.
Praise doesn’t seem to come naturally. Over the next few years, our work and achievements now will determine our future success. External validation could be fleeting for a while. Your encouragement matters.
Don’t keep scratching out comments I give you to tell our leaders how to lead in a period like this. Throw bones of recognition, encouragement—even praise—at town halls. Prioritize visiting colleagues in the field. It only works if it’s authentic. We can equip you with ideas and words. You must show a new side of your leadership.
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Communication is one of the most important aspects of leadership, and if you’re reading this memo, I’m sorry to say, you’re probably not as good a communicator as you think you are. If you can admit that, however, then my two most important maxims for you as a leadership communicator will be a piece of cake:
- Set more objectives; give fewer orders—especially because your orders are probably wrong.
- Care about the audience more than yourself. Leadership communication is not about you.
Leadership is about having the conviction to set the right objectives or outcomes for an organization and the courage to get out of the way as they work to achieve them. If that’s how you lead, then the communications will follow.