Leadership communication has to be thoughtful, credible and continuous

Chikita Sobti, a seasoned communications professional, has navigated the evolving intersections of media, corporate communications, and reputation management with both agility and intent. With over two decades of experience spanning journalism, corporate communications, and digital strategy, Sobti’s journey is as much about transformation as it is about impact, moving seamlessly from the fast-paced world of media to steering reputation and stakeholder trust at one of India’s most recognised energy brands.

As Head of Communications at Castrol India, she sits at the intersection of business, brand, and belief, leading employee and external communications while also contributing to financial storytelling and investor engagement. Known for championing transparent, purpose-led communication, she has consistently underscored the power of storytelling in building both corporate reputation and deeply engaged teams.

In this edition of e4m’s ‘In the Spotlight’, she shares her transition from media to corporate communications, decodes the nuances of communicating across sectors like healthcare and diversified conglomerates, and shares how the communications function is evolving amid the rapid transformation of the automotive ecosystem. From the rise of EVs and sustainability to shifting consumer expectations, Sobti offers a sharp lens on what lies aheadalong with the leadership lessons that have shaped her journey.

Excerpts:

• How did you begin your professional journey? After a successful career in journalism, what inspired you to transition from journalism to corporate communications?

I belong to a now-not-so-quiet city called Bhopal. When I was graduating in Commerce, a bulk of my clan was prepping for MBAs; but I knew I didn’t want to do just that. Barkha Dutt was a rage back then and I wanted (like any other stary eyed girl) to change the world. MBA wouldn’t have let me do that.  

In fact, I was the only person from a batch of nearly 400 students who chose to pursue journalism and mass communication. Looking back, it was one of the most defining decisions I made. For starters, it brought me to Mumbai—a city I have grown deeply attached to over the years—where I completed my Masters in Mass Communications.

My first mainstream media role was at the desk of Financial Express. The newsroom teaches you discipline very quickly. You learn the value of accuracy, the craft of storytelling, and the responsibility that comes with putting information into the public domain. It sharpens your curiosity and trains you to simplify complex issues without losing their meaning.

The transition to corporate wasn’t a dramatic shift but a gradual evolution. Over time, I became deeply interested in how organisation think, decide and communicate. It was nothing like journalism; there was no ‘kick’ of knowing something before the world did, no edit pressures and no headlines that could lead to make or break an organisation. But it did have a different sort of responsibility—of working towards making voices heard, of telling stories that would make an impact, of experiences that mattered.

It was a different sort of fight—one that was being silently fought—to make yourself and your function heard—it was that time when corporate communications was literally the last in the value chain. It was a ‘could have’, not a ‘should have’.

That was the biggest battle I had to fight and win—to get the resources (of money and of people) while demonstrating that communication is not simply about messaging, but about enabling understanding—inside and outside the organisation.

While media and the desk taught me to be curious, simplify complexity, and understand perspectives; the corporate world taught me not just describing reality but shaping understanding. That intersection of strategy and empathy continues to define my approach at work.

• At RPG Enterprises, you moved into corporate communication and brand marketing. What were the biggest mindset shifts you had to make while moving from reporting on companies to representing one?

Moving from journalism to corporate communications requires a fundamental shift in perspective. As an editor, my responsibility was distance and neutrality; but now my responsibility is alignment and advocacy (without losing credibility). That was the biggest shift. I was no longer analysing decision from the outside. Instead, I was helping influence how people understood these decisions clearly and responsibly, both internally and externally.

Another shift was appreciating the pace and complexity of business realities. Stories have hooks and deadlines. Business decisions carry operational, financial and reputational consequences. Communication becomes deeply intertwined with leadership priorities, organisational culture, and stakeholder trust. You are not simply explaining events after they happen; you are often helping leaders navigate how those decisions are understood.

With this shift, I didn’t just get a chance to expand my understanding but also create something on the cusp of factual reporting and empathetic storytelling.

• At Pfizer, you handled both internal and Emerging Asia external communications. How different is communicating in the healthcare and pharma sector compared to diversified conglomerates?

Healthcare communication carries a very different kind of responsibility compared to diversified conglomerates. In many large business groups, the narrative often revolves around growth, market expansion, innovation or transformation. In healthcare and pharmaceuticals, communication sits much closer to human impact—patients, access to treatment, scientific advancement and a highly regulated environment. The intent is to be transparent and responsible when speaking about matters that directly affect people’s health and wellbeing.

What was fascinating was balancing scientific complexity with emotional sensitivity as much of the work involves communicating research, clinical progress or medical breakthroughs. I was communicating breakthroughs, but I had to be communicating responsibly. The inherently technical subjects had to be explained in language that is accessible and clear to a wider audience. At the same time, it was important that simplification does not dilute the accuracy or the seriousness of the science involved.

Now at Castrol India, you’re aligning communication directly with business strategy in a competitive lubricant market. What role does communication play in this sector?

We operate in an industry where the product is expected to have salient features and be a silent performer. Everyone knows of the product’s presence, but no one interacts with it. Thus, its not just about brand visibility or reputation, it’s about influencing consumer trust, channel confidence, partner engagement, and internal alignment. And the ecosystem is vast (mechanics, distributors, retailers, digital platforms, consumers, investors, truckers, fleet owners)—each with a different set of expectations.

• The communications function globally is shifting from reputation management to business advisory. How has your role evolved from being a storyteller to becoming a strategic business partner?

Storytelling will always remain at the heart of communications, but the role of the function has expanded considerably. Today, communications is expected not only to articulate a narrative but also to interpret strategy, anticipate stakeholder reactions, manage reputational risk, and help leaders understand how decisions will be perceived across different audiences.

The evolution has been about moving upstream—participating earlier in conversations. That requires a deeper understanding of the business itself: commercial priorities, operational realities, regulatory considerations and stakeholder expectations. The value lies in helping leaders see communication not simply as an output, but as an input into strategy.  At an early stage, the Corporate Communications function is able to add even more value – by helping anticipate questions, identifying sensitivities, and shaping decisions in a way that strengthens trust.

The storyteller remains, but the role today is equally about being a thoughtful business partner who can connect strategy with understanding.

• The automotive ecosystem is undergoing massive shifts — from EVs and sustainability to digital retail and informed consumers. How is the communications function evolving to support this transformation?

The shifts we are seeing in the automotive ecosystem are not only technological; they are behavioural as well. Electric mobility, sustainability and digital retail are changing the industry, but equally important is the way consumers themselves are evolving. Today’s consumers are far more informed, their journeys are increasingly fragmented across digital platforms, and their expectations around transparency and sustainability are significantly higher. Brand loyalty too is becoming more fluid.

For the communications function, this means an evolved approach. Earlier, communication was largely about broadcasting messages. Today, it is much more about managing conversations. The role of communications is to ensure that as the industry transforms, the organisation remains connected to the people it ultimately serves.

Listening has become just as important as messaging. Understanding concerns, expectations and emerging conversations allows organisations to respond with greater relevance and credibility. In this environment, authenticity matters more than amplification. People are quick to recognise when communication is grounded in genuine intent, and equally quick to disengage when it is not.

• What are the biggest shifts you believe leaders must prepare for in the next five years?

The first is the rise of far more informed and vocal stakeholders. People today have access to more information than ever before, and they expect organisations to be transparent, responsive and consistent. Leadership communication therefore cannot be occasional or reactive; it has to be thoughtful, credible and continuous.

I also sense an increasing overlap between business decisions and societal expectations. Issues such as sustainability, technology transitions, responsible growth and workforce transformation will sit at the centre of how organisations are evaluated.

Leaders will need to navigate these expectations carefully while remaining anchored in business fundamentals.

• Across journalism, conglomerates, global pharma, and now lubricants — what have been your core leadership learnings?

There are few enduring lessons that I have learnt over the years.

The first is that context is everything. Effective communication depends on understanding the context deeply before shaping any narrative and then translating it into messaging.

The second is the value of credibility. It takes years to build trust—with leadership, with colleagues, with external stakeholders—but it can be eroded very quickly. That makes integrity and consistency non-negotiable.

And finally, leadership is fundamentally about judgement. It is not only about deciding what to say, but also about when to say it, how to say it, who to say it to and sometimes whether it needs to be said at all. In many situations, the ability to pause, listen and assess the broader impact of a message is as important as the message itself.

• What new skills must emerging communications professionals build to stay relevant?

For emerging communications professionals, the most important shift is moving beyond the craft of communication to understanding the business itself. Communicators need to understand markets, consumer behaviour, financial performance and the broader competitive environment in which their organisations operate. Without that grounding, it becomes difficult to contribute meaningfully to strategic discussions.

Strategic thinking is equally important. Communications today is expected to anticipate implications, connect dots across stakeholders, and help leaders think through how decisions will be interpreted in the wider ecosystem.

Third, an understanding of organisational dynamics matters. Every decision sits within a web of internal priorities, leadership styles and cultural contexts. The more you understand how your organisation functions, the more effective you can be in shaping conversations that are credible, balanced and aligned with the business.

The profession itself is evolving and it is important for us to expand our skill set to adapt accordingly. AI for example is seeing an increasing adoption in ways of working. We need to see technology not as a replacement for judgement, but as an enabler. When used thoughtfully, it can help us process information faster and sharpen our understanding of stakeholder sentiment, allowing us to focus more on what truly matters—clarity of thinking, responsible messaging and human connection.