When my kids were little, one of our favourite shows to watch – and laugh at together – was Curious George. On its surface, it’s a story about a mischievous monkey who means well but often creates chaos. As a father, I always found myself identifying not with George, but with the Man in the Yellow Hat.
He’s not just George’s caretaker – he’s the patient planner, the problem-solver and the steady guide who balances encouragement with course correction. That’s not unlike the job of a communicator. Like many leadership roles, it requires constant pivoting, problem-solving and – most importantly – perspective-taking.
Because to do this job well, I don’t just wear a yellow hat. I wear many. Each hat reflects a different point of view, a different set of priorities and a different lens through which our communications must resonate.
The many hats of a CCO
As communicators, we are translators, bridge builders and brand stewards. But more than anything, we are perspective practitioners. Every message we craft must stand up to the expectations of multiple stakeholders. Here’s a snapshot of the hats I wear regularly:
• The firm’s leadership hat: Does this reflect who we are and where we’re going? At the highest level, communications must reinforce long-term vision, align with business strategy and model the kind of clarity and conviction people want from leadership. It’s not just about what we say – it’s about what our words signal about our direction and culture.
• The partner’s hat: Will this reflect their expertise and insight? Partners want their ideas communicated with clarity, credibility and strategic purpose. My team has to see the work through their eyes and ensure we’re showcasing substance – not just packaging.
• The client’s hat: Is this smart, useful and relevant? Clients don’t have time for fluff. They want insight that demonstrates real understanding of their world. Every word needs to earn their attention.
• The colleague’s hat: Will this help others across the firm better understand a concept or initiative? Internal alignment is as critical as external messaging. Good communication doesn’t just inform – it equips and engages.
• The talent team’s hat: Does this strengthen our recruiting story? Every message should reflect our values, ambitions and culture – helping attract the best people in a competitive talent market.
• The lateral partner’s hat: Would I want to join this firm based on how we communicate? Lateral hires are watching how we talk about ourselves. Messaging should reflect strategic clarity and a culture of purpose.
• The associate and business professional’s hat: Does this sound like a place I’d want to grow with? Future leaders are listening. Communication must model transparency, belonging and ambition.
Perspective is not passive
Perspective isn’t passive – it’s an active, strategic discipline. It means stepping beyond your own assumptions and entering the mindset of those you need to reach. It’s understanding that a message might be delivered consistently across channels, but how it lands will vary depending on the audience.
And just like the Man in the Yellow Hat, it means recognising that even the best-laid plans will face moments of unpredictability. But if you stay grounded in purpose and flexible in execution, you can guide the firm’s narrative forward – with confidence and clarity.
As communicators, our job isn’t just to say things well – it’s to create an emotional connection. When done right, our work ensures the firm’s views and values are not just heard, but understood and inspire others to act.
That’s the power of perspective. And it might just be the most important hat we wear.
Allan Schoenberg is the chief communications officer at Vinson & Elkins.
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