In Investor Relations “focus on what you can control” means managing – or do the best to manage – transparency, communication, and credibility, even when external market conditions are poor
Focus On What We Can Control
Simona D’Agostino Reuter, HEAR-it, Founder
Definite Strategies for IROs to Work More Efficiently
Markets are influenced by countless unpredictable factors and Investor relations professionals are facing increasing demands.
From managing earnings and disclosures to tracking sentiment and preparing the C-suite, the pace is relentless.
Definite Strategies for IROs to Work More Efficiently Markets are influenced by countless unpredictable factors and Investor relations professionals are facing increasing demands. From managing earnings and disclosures to tracking sentiment and preparing the C-suite, the pace is relentless.
IR teams are just one of the many groups currently caught up in the global game of “tariff chicken” taking place between the US and countries across the rest of the world, this is a metaphor from game theory, where two players (typically countries) engage in escalating threats (such as imposing tariffs) to gain leverage in negotiations, hoping the other side will yield first. If neither side backs down, both suffer economic damage — much like how in the literal game of chicken, both drivers crash if nobody swerves.
Over the last few months, the impact of external political and economic developments on our markets has been very clear: the volatility impacts different companies in different ways, but it is undeniable that every company is impacted somehow. In such markets a deep focus on controllable factors and responding quickly to external developments and demands becomes even more important. Experience is also helpful.
Markets are influenced by countless unpredictable factors: interest rates, geopolitics, inflation data, investor sentiment, global supply chains, etc. Since no one can consistently predict market moves, investors do better by focusing on what THEY CAN CONTROL.
🧭 In Investor Relations: “focus on what you can control” means managing – or do the best to manage – transparency, communication, and credibility, even when external market conditions are poor, through:
- Even more clear communication: Articulate the company’s strategy, performance, and vision in a way investors understand and trust the company.
- Consistency: Deliver updates and guidance in a steady, predictable manner — especially during downturns.
- Ongoing proactive engagement: Build strong relationships with analysts and investors through briefings, roadshows, and Q&A sessions.
- Manage expectations: Under promise and overdeliver when possible; avoid unrealistic projections.
In more details, good IR starts with clarity. It is key to write down core messages and let others strengthen it. In each quarter, we should define three to five key takeaways, the points you want investors to remember. That becomes a core messaging document and the narrative becomes the foundation for everything else: earnings scripts, internal briefings, investor Q&A and more. Sharing it early with leadership and internal teams helps align messaging and reduces rework down the line. Moreover, it is important to leverage the strengths of the corporate communications teams to support and convey the key messages – especially when targeting non-financial audiences for impact.
One of the most effective ways to reduce last-minute changes and confusion is to write down or pre-record the management script before an earnings call or an investor meeting. This would force alignment as it locks in the message with less stress. That 24-hour window before going live becomes calm, not chaotic, and everything else tied to the call (like filings and follow-ups) benefits.
One of the smartest things an IRO can do is know when to step back and let others lead or help out (i.e. for Socials, Media etc.). Leverage the network: If a request isn’t core or if someone else is better positioned to respond, it’s okay to guide it in the right direction; the goal isn’t to say ‘no’ – it’s to say, ‘Let’s bring in the right people to do this well.’
Distribute the tasks to people who know the most, and then our job in IR is just to give context. This not only leads to better outcomes, but it also saves valuable time. The IRO can focus on work that truly requires the right expertise.
Half and Annual seasons brings a flood of information – financial data, analyst notes, media sentiment and peer disclosures. How can technology help?
Media monitoring tools can surface what’s trending and where the story line is landing – without manually checking 50 sources. It is also very efficient to use tech for Investors perception studies, whereas a number of relevant topics are always covered and can be easily sent to our targets. Last but not least, the use of Chat GPT to translate fast in different languages is also increasing deeply. In general, IR tech should support our agenda and workflow – not complicate it. The right technology, especially in Admin, Control and Budgeting reduces administrative overhead and allow more the CFO and IROs stay focused on strategy and storytelling.
To conclude, controlling the controllables is not about being passive — it’s about being strategic, focusing energy where it yields the greatest return, and staying grounded when markets are tough.
By starting with clear, focused messaging and aligning early across teams, investor relations becomes not just a reporting function but a strategic storytelling opportunity. A well-defined narrative, supported by cross-functional input and strong communication execution, ensures consistency, builds investor confidence, and amplifies messages beyond the numbers.
This approach is especially critical during challenging times. When markets are volatile or business conditions uncertain, stakeholders look for clarity, transparency, and reassurance. In today’s fast-moving environment, clarity isn’t just helpful—it’s essential —even when outcomes are unpredictable.