In a time of geopolitical, technological, environmental, and economic uncertainty, businesses face growing pressure to lead with integrity. Rochelle Ford urges leaders to ground decisions in purpose and values. This article is from Communicate magazine's print edition.

Uncertainty in geopolitics, technology, the environment and the economy, combined with record-low trust in business, has created intense pressure on leaders. In moments like these, leaders must pause, reflect and ask what guides my decisions? The answer should be corporate character, the distinct identity of an organisation, defined by its purpose, values and culture.  

Just as individuals rely on values to navigate difficult choices, companies need that same clarity. When I led Dillard University I anchored my leadership team in the institution’s mission, which included the Page Principles, seven tenets of responsible communication. Every decision, from crisis response to equity initiatives, was grounded in those values. Now, as CEO of Page, the global association of senior communications leaders, I see that organisations guided by corporate character are better equipped to lead in uncertain times. 

A recent global study by Page and The Harris Poll of more than 15,000 people across 14 markets found that only 26% of the public believe businesses can make a positive impact. But confidence doubles when companies act and clearly communicate the ‘why’ behind their decisions. That’s the key: people don’t just want to hear what you stand for; they want to see it in action. 

 Carefully weighing when to take a stand on issues like DEI, ESG or immigration is key. Sometimes silence is strategic: protecting the organisation’s licence to operate. But inaction, inconsistency or performative gestures pose reputational risks of their own. 

Corporate character offers a framework for navigating these choices. At Page, we’ve seen members adopt decision-making tools that help them assess whether something aligns with their purpose and values, whether their voice is relevant and what the risks are of speaking out, versus remaining silent. When leaders build alignment around their corporate character, they can confidently engage on even the most divisive issues. 

This approach is gaining momentum globally. Yale University, in partnership with Page, created the ‘CCO Leadership in Multistakeholder Value Creation Program’, which trains executives to lead with purpose and values in high-stakes moments. And let’s not forget, employees, especially Gen Z, expect their companies to reflect and respect a diversity of perspectives. One of the ‘Page Principles’ states: “An enterprise’s true character is expressed by its people.” Leading with empathy and inclusion isn’t political; it’s essential to talent retention and innovation. 

History reminds us that character is tested in moments of tension. One of my mentors, Ofield Dukes, an inductee into the Page Hall of Fame, embodied this. He helped shape communication strategies for civil rights, equal opportunity and international justice. He didn’t just speak truth; he backed it with action. Now it’s our turn. Inhale deeply. Exhale. Then act, grounded in character, guided by values and ready to lead. 

Rochelle Ford, Ph.D., APR, is global CEO at the Page Society