Owning the Narrative: Why Communications Must Lead, Not Follow

May 18, 2026

By Sonal Singh, Head – Corporate Communications, Jindal Stainless

There is a famous story of the four pandits in the Panchatantra, who while travelling through a forest, find the bones of a dead lion. Three of the four pandits, who are highly knowledgeable and egoistic, start showcasing their knowledge by bringing the lion back to life – layer by layer. The fourth pandit warns them much to the mockery of others; he eventually climbs a tree to save his life. The lion comes to life and eats all except the one on the tree.

Communication is the fourth pandit – it is the voice that combines wisdom with knowledge, and reason with risk – saving everybody’s lives and letting dead lions be.

Let’s look at our own history. Aren’t there similarities between the roles of court poet and writers such as Kalidaas or Amir Khusro, and that of today’s communicators? Aren’t these the people who saved the conscience of kings and gave voice to the underdog, while crafting a unique and beautiful identity for their place and their people?

The reason why communication always sat with the leaders on the top was simple and eternal. They represent the pulse of the masses, they voice the concern of the chiefs, and they gauge the direction of the society. Good communicators do all of these while maintaining a thriving environment of growth, joy, and aesthetics. And that’s no mean feat.

Intent before Amplification

Twenty years ago, in June 2006, I joined the PR world in a public sector undertaking. Even back then, the PRO (as the Comms function was called) reported into MD and Chairman, and was given its due place on the table. This status is missing even today in many private companies.

The government had cracked the code long before anyone else did. Communication needs to be at the centre of organisational conversations not to polish decisions but shape two-way understanding. Communication is not just articulation, it is intent. It shapes how an organisation is built before perceptions are formed. In the age of social media, where perceptions travel faster than reality, the role of communication is even more pertinent.

To own the narrative is not the same as glib talk. It is about first having the intent of the organisation at the right place, and next about amplifying it to all those who matter, or will matter. Good communicators therefore build strong interpersonal relationships, aware of all that has transpired and is transpiring, always present with their own. They are the people who are trusted by employees and employers alike.

Amplification of chosen narratives starts with a sharp understanding of the audience, the medium, and the implications. It’s about being conscious of how we are telling the story, whether it is through our actions, silences or choices. And perhaps by how human or honest we come across to be.

For instance, our festive campaign in 2025, ‘More Than Just Change’, focused on the journey of a simple coin to explore the ideas of trust, continuity, and shared legacy. It moved the conversation from just the product to reflect its purpose and meaning.

Similarly, with our International Women’s Day campaign, ‘Flip the Script’, we reversed workplace roles to highlight everyday gender biases. By using a simple shift in perspective, we shed light on the invisible reality.

The idea behind curating these narratives was not to amplify noise or jump on a trend but they were all rooted in what it meant for the company as well. For me, that is the real transition in communication – from amplification to intent, grounded in meaning rather than just messaging.

The silent leadership of Communications

As speech writers, presentation creators, pitch refiners, Reports scribes, vision statement articulators etc etc…there is no count on how many times Communicators have factored in the requirements of economy, the sentiments of people, and the latent needs of society. I urge all my profession to think again today – have you not worked actively towards elevating the standard of living in India? Have you not championed uncomfortable but much needed causes that finally saw the light of the day? Have you not, in your quest to position your leader as a thought leader, influenced the cultural discourse within and outside your organisation? Are you simply disseminating information through newsletters, mailers, WhatsApp, media releases…or are you in the business of inspiring and uplifting minds and hearts to know better, to feel better, and to be better?

Often, some of the most defining moments for an organisation are not the ones carefully choreographed. They emerge in moments of uncertainty – how they handle crisis situations, deliver difficult news, address tough questions or handle silences. That is the litmus test of communications. Reputation is a muscle that is built with training and time. If during vulnerable moments, our stakeholders continue to support us and hold us in good light, it’s an indication that the Comms team was at job even when no one was looking. The well was built before the thirst kicked in.

Unexpected circumstances are like the paparazzi who can show organisations in their sleeping pyjamas – but they still can’t strip them of their intent, clarity and reputation built over time. That, to me, is what ‘owning the narrative’ really comes down to. The quiet and ever-present leadership of communications.

Why Communications Needs to be Present Early

In places where leadership is still nascent, Communication teams are often invited to the table only after business clarity is completely achieved, or worse still, when reputation must be saved against some odds. Such organisations fail to know their own story, let alone tell it. And so, someone else fills the gap – often without the right context and almost always without nuance. I have seen how quickly communication gaps can lead to assumptions, and such suppositions have a way of turning into perceived truths. This is where mistrust takes root.

This is where communications can add disproportionate value. When involved early, communicators do not just ask what is being done or how but they anticipate concerns, interpret context, and bring a human lens to organisational intent. In sectors like manufacturing, it becomes even more critical. The narrative today is no longer limited to output or efficiency; it is increasingly about sustainability, responsibility, and long-term impact. These nuanced conversations require clarity and consistency over time.

We are living in times where the boundaries between internal and external communication have been blurred. Lack of internal clarity can unintentionally weaken external narratives. It is important to align communication internally because when people within have clarity and context, they carry the story forward with conviction and accountability.

Leading communication isn’t about getting everything perfect; it is about showing up with purpose, especially in evolving situations. Employees, shareholders, investors, GenZ…they don’t expect perfection. They expect from the organisation what any decent person expects from another – truth and integrity.

This article was published on 8th May on https://www.bwmarketingworld.com/article/owning-the-narrative-why-communications-must-lead-not-follow-605875