Meet Emily Cook, WIL Member and CEO of Lexington, who has spent her career at the sharp end of journalism and strategic communications, where reputation is built or broken in real time. In this conversation, she strips leadership back to what actually matters: clarity, credibility, and the discipline to stay calm when the pressure is high. What comes through is a very human reminder that the biggest leaps often happen before you feel fully ready. 

Interviewed by Amra Zvizdić 

You began your career as a national newspaper journalist before moving into strategic communications. Looking back, what did journalism teach you about influence, clarity, and leadership that still drives the way you lead today? 

Journalism taught me that influence starts with credibility and clear communication. If people cannot understand a message quickly and honestly, whether it is a news story, a corporate strategy or a political campaign, they will not trust it. Clarity and simplicity remain central to the way I lead today.  

It also reinforced the importance of integrity for me. In a newsroom, reputation depends on the integrity and accuracy of your work, alongside the trust you built over time. In today’s fast-moving world, where information is constant and  overwhelming, integrity translates to authentic communication. Authenticity and honesty matter more than ever.  

Leadership, much like journalism, begins with listening. Journalism taught me to stay curious, ask questions, and draw perspectives out of people rather than simply perform or dominate a conversation. Listening builds real empathy and understanding, and this principle is core to how I lead my team and work with clients today. I believe the best leaders encourage challenge, value different viewpoints, and create space for thoughtful discussion. 

As CEO of Lexington, you work at the intersection of reputation, strategy, and public trust. In a world where communication moves faster than ever, what do you believe organisations most often get wrong when trying to tell their story? 

Organisations often get it wrong when they focus too much on controlling the narrative rather than earning trust. Too often, organisations rush to communicate, trying to be everywhere and say too much without first asking what is actually meaningful or relevant. In doing so, they risk putting out messages that feel generic or driven by expectation rather than purpose.  

Today’s audiences are highly sophisticated and judge companies not only on what they say, but on how they behave. People quickly notice any gap between what an organisation says and what it does. When messaging does not align with behaviour and values, trust breaks down fast. It’s not about who shouts the loudest or who says the most. Effective communication is about being clear, authentic, and consistent.  

Ultimately, organisations need to slow down, focus on what truly matters to their audiences, and ensure their story reflects who they really are, not just what they think they should be saying. 

It’s not about who shouts the loudest or who says the most. Effective communication is about being clear, authentic, and consistent. 

Having worked across journalism, public affairs, and strategic consultancy, you’ve seen how narratives shape both business and society. How do you balance commercial objectives with authentic, purpose-driven communication? 

In my experience, the strongest commercial strategies are grounded in genuine purpose, because that is what builds trust, loyalty, and long-term value. Purpose cannot be a superficial layer added to communications. It has to be embedded in how an organisation behaves, makes decisions, and shows up in society.  

Commercial objectives matter, and organisations should be clear about them. The key is not to hide them, but to align them with values and long-term reputation. The best organisations integrate both, allowing commercial success and authentic communication to reinforce each other rather than compete.  

Purpose cannot be a superficial layer added to communications. It has to be embedded in how an organisation behaves, makes decisions, and shows up in society. 

You’ve built a career in spaces where influence often happens behind the scenes. What does effective leadership look like to you in environments where the most important work isn't always the most visible? 

Effective leadership in behind-the-scenes environments is about creating the conditions for others to do their best work. In strategic communications and public affairs, much of the most important work happens early, quietly, and out of public view. In that context, leadership relies on clarity, trust, and sound judgement. It requires a steady, consistent voice that clients and teams can rely on, especially when situations are sensitive or confidential.  

It also depends on building the right teams and earning confidence in your decision-making under pressure. Effective leaders here are not focused on visibility, but on discipline, discretion, and delivering strong strategic counsel that serves the client’s long-term interests. They make sure that they have the best people around them because the right team builds trust amongst everyone, both internally and with the clients.  

As a member of WIL Europe, as well as the Senior Committee of the UK’s Women in Public Affairs network, you’re part of networks committed to advancing women in leadership across industries and countries. What value do spaces like this bring to women leaders today, and how can they help shape the next generation of leadership? 

Women’s leadership networks like WIL Europe bring huge value. They create spaces that you often don’t get in day-to-day professional environments, where you can be honest, share experiences, and speak candidly about challenges and ambitions. There is a solidarity that comes as a result. Many women are navigating similar issues, and being able to come together, exchange perspectives, and support each other is both grounding and energising. It also helps put things into perspective and can make leadership feel less isolating.  

These networks also matter because they offer role models and cross-sector, cross-country perspectives. What is unique about WIL is its pan-European point of view and the opportunities it provides to connect in person and draw inspiration from others in the room. Seeing successful women across different industries and generations is deeply meaningful and encouraging, and it makes you reflect on where you want to go next for your career.  

Personally, it has been incredibly rewarding and valuable. Meeting mentees and taking part in programmes like the Women Talent Pool reinforces how important these spaces are for confidence-building and development. Leadership can be lonely at times, and having a network outside your organisation where you can speak openly is powerful. 

Leadership can be lonely at times, and having a network outside your organisation where you can speak openly is powerful. 

Throughout your career, was there a defining moment or challenge that significantly shaped your leadership approach? 

There’s been a series of experiences that shaped my leadership, particularly in journalism and later in public affairs and communications. What they all have in common is working in high-pressure, fast-moving environments where the stakes can be high and decisions need to be made quickly.  

First and foremost, I’ve learned you have to stay calm under pressure. People need to see that from a leader, that you have things under control, that you can think clearly, and that you can see a way forward. That creates confidence.  

I’ve also learned that you don’t always need to have the answers straight away. In fact, it is often better not to rush decisions. I often say to my team, “let me just think about that”, and I think that is important. Taking time to reflect usually leads to better judgement.  

Another key lesson comes from my early career in journalism, which at the time was quite fast-paced and often male-dominated. That taught me the importance of empathy. Whatever level you are working at, you should always try to understand the person you are dealing with and show respect. I also think it is absolutely possible to be a strong leader and a kind leader at the same time. Kindness and respect matter.  

For women building careers in communications, public affairs, or leadership more broadly, what is one piece of advice you wish you had received earlier? 

Don’t wait for permission. Don’t wait for someone else to tell you that you are ready, and don’t feel like you have to be completely ready before taking the next step. In reality, no one ever really feels ready. You just have to go for it. The moments where I grew the most were the ones where I took on things I was slightly scared of, or didn’t feel fully qualified for, but put myself forward anyway. That is where real learning happens. You learn along the way, and what really matters is curiosity, a willingness to learn on the job, and being prepared to have a go.  

The second thing is to invest in relationships and networks. That has been absolutely pivotal in my career. Key moments have often come from people I know offering advice or perspective at exactly the right time. You cannot overestimate the importance of building and maintaining those relationships, with people both senior and junior to you. It all comes back to trust and credibility. Spend time with people, give your time, and give back when you can. 

Don’t wait for permission. Don’t wait for someone else to tell you that you are ready, and don’t feel like you have to be completely ready before taking the next step.