Leadership Lessons with…Kasper Zeuthen, Vice President, Communications at the US Chamber of Commerce

Leadership Lessons with…Kasper Zeuthen, Vice President, Communications at the US Chamber of Commerce

Kasper Zeuthen discusses the evolving demands of modern leadership in PR and communications, covering qualities needed for success, sought-after skill sets, staying updated on industry trends, emerging technologies, the role of a VP in Communications, challenges in the digital age, and fostering a motivated workforce.

Take a look.

What do you think are the key qualities needed by leaders to thrive today?

In this world of constant change, leaders must be adaptable. They should be able to pivot and adjust their strategies and approaches in response to new information, shifts, and unexpected challenges.

It’s also crucial for leaders to be good communicators. More so than ever. They must be able to convey their vision, expectations, and feedback clearly and transparently. And they need to remember that good communication is a two-way street – that means active listening to understand the needs and concerns of their team.

What skills sets do you think businesses will be looking for now and in the coming years?

We are operating in a more and more complex – and rapidly evolving -environment. That puts a premium on having the ability to adapt to change and uncertainty. To succeed, we need people who can exercise analytical thinking and reasoning. We need creative problem-solvers. There’s a lot of data at our disposal now – if you can properly digest that and make it inform your strategies and decisions you are ahead of the curve.

In the rapidly evolving world of communications, how do you stay updated on industry trends and best practices to ensure your strategies remain effective?

Comparing notes with fellow communicators is a big part of it. Ongoing training is also key – given how quickly our field is evolving you really need to set aside time to upskill to maintain a competitive advantage, and understand how this applies to your work.

Failing is also a great way of developing your own best practices.

Are there any emerging trends or technologies in the field of comms strategy that you believe will have a significant impact in the coming years?

The obvious answer is of course AI-powered tools. I’m particularly keen on using them to analyse vast amounts of data quickly to help inform communications strategies.

I would also point to our metrics capabilities – we continue to get better and better at measuring what works and what doesn’t. These tools should guide all of our work, and help establish our priorities at the start. Having 10 ways to reach an audience isn’t much good if 8 of them don’t really work.

What do you see as the key role of a VP, Communications and how has this changed from previous years?

Communications has a lot of power now. We’re not second fiddle anymore – we’re increasingly acting as strategic advisors, contributing to the broader organisational goals and priorities. Being at the very beginning of the process all the way to the final stage means we’re becoming more and more agile and vital. This need to stay ahead of the curve and be prepared to pivot is going to become more crucial.

What are some of the key challenges you see for modern-day communicators?

The digital age has been a blessing and a curse. It’s given us powerful new ways to reach and engage audiences. But it’s also led to an abundance of information, and it can challenge our ability to break through the noise and get to our audiences.

It’s also become the age of disinformation. Those are some choppy waters to navigate. We’re also seeing people’s attention spans getting shorter and shorter, which makes it particularly challenging to convey complex messages effectively.

Employees demands are changing beyond salary and benefits. What changes are you seeing and how can leaders meet these evolving employee demands and foster a motivated workforce?

Employees increasingly seek a sense of purpose and meaning in their work. They want to know that their contributions have a positive impact. That’s a good thing, and puts the onus on leaders to communicate their organisation’s mission and values effectively. They should align employees’ roles with the larger purpose and celebrate their contributions.