Leadership Lessons with Sarah Scholefield, CEO of Accordience Group

Leadership Lessons with Sarah Scholefield, CEO of Accordience Group

Katie Simpson, Managing Partner at Hanson Search, spoke with Sarah Scholefield, CEO of Accordience Group, about how client expectations have tightened, how agency leadership is becoming more commercial and what it takes to build trust and resilience in a communications business today.

How did client expectations change last year, and what did that mean for how communications agencies operate?

Results have always been part of the conversation, but clients now ask harder questions about what communications contributes to the business. They show little appetite for activity for its own sake. Instead, they want people around the table who can help them think and decide, not just execute a brief.

At the same time, agencies can no longer assume that traditional PR services will hold their place. Clients are reassessing work they once accepted as standard. Doing something simply because it has always been done no longer holds up. It has to make a difference.

Which communications trends will matter most for agencies in 2026, and which are being overstated?

AI will shape what happens next, but people often talk about it too loosely. Agencies that lean into it will move ahead, those that ignore it will not. Many describe it as an efficiency tool, but its real value lies in improving output and creating new services. GEO, or Generative Engine Optimisation, shows how this is starting to take shape.

Leaders still need judgement. Plenty of noise surrounds new tools and trends, and not all of them will suit every business. Alongside AI, complex work that involves managing multiple stakeholders continues to grow. Clients want advice that considers regulation, policy and reaches the people who influence decisions.

Are clients becoming more cautious with budgets, or more open to experimentation and how is that shaping the work they commission?

Clients are more cautious with budgets, but that does not mean they are unwilling to invest. They just have greater expectations of what they are getting for their money. There is less care-freeness around spend and agencies have to show clearly why something is worth doing.

Clients will support strong ideas, but those ideas need to resonate with the right audiences. That means being more data-driven and thinking more carefully about outcomes. There is still room to try new things, but it has to make sense and deliver results. In that respect, it has pushed agencies to raise their standards.

How has agency leadership changed in recent years, and which leadership principles still matter most?

There is probably a greater emphasis on people. We have an evolving workforce and expectations of employers have changed. From a leadership perspective, you have to be aware of that and handle it carefully and thoughtfuly.

Leadership is also more commercial than it once was. We have better access to data and ownership structures have shifted, with more private investment in communications businesses. That brings higher expectations around how  businesses are run.

What has not changed are the fundamentals. Leaders still need to make decisions, stay resilient and lead by example. Empathy, honesty and transparency matter, particularly when things feel unpredictable. People need reassurance and that is still very much part of the job.

How are client expectations around AI shaping agency services and resourcing, and where does AI add the most value?

AI is quite liberating for agencies. A lot of the administrative work, reporting, monitoring and other repetitive tasks can be reduced. That frees people up to focus on what cannot be replaced, strategic advice and creativity.

It also opens up new services. AI can improve audience insight and stakeholder mapping, which strengthens how communications strategies are built. It means consultants can spend more time earlier in their careers on higher-value work, rather than getting stuck on process

Where are you investing most to prepare for future communications needs?

You still have to invest in good people. The parts of the job that cannot be replaced by AI, senior strategic advice and creativity depend on experienced individuals with judgement, cultural understanding and strong networks. That has not changed.

What may change is the shape of teams. It is less about having lots of people and more about having the right people doing an excellent job. AI creates greater flexibility in structure, but the emphasis remains on quality over headcount.

How do agencies build and maintain trust with clients when conditions feel uncertain?

Trust comes from being open and honest. Clients do not like surprises, particularly when they are operating in uncertain conditions. They value being told early if there are potential issues or changes coming.

You have to be proactive. Part of the role is being their eyes and ears and telling them what is coming before it becomes a problem. Those senior advisers who hold the relationships become more valuable when clients are managing fine lines, both commercially and reputationally.

What advice would you give to the next generation about building a strong communications agency?

Do not stand still. You have to look ahead and get a sense of what might be coming and then be prepared to back yourself in pursuing it. Do the due diligence, of course, but do not assume that because something has always worked it will continue to do so. Things can change quickly.

And always put your people first. Without the right people, you do not have a business. That remains fundamental.

Whether you’re hiring top leadership talent or considering your next career move, our team would be delighted to support you.

Katie Simpson at the senior end of the global Corporate Affairs and Sustainability market across both agency (CEO, MD, Head of and Director) and in-house positions (Director of Corporate Affairs, Director of Communications, Director of Marketing and Communications, Head of External Affairs etc).

Hanson Search is a globally recognised, award-winning talent advisory and headhunting consultancy. Our expertise lies in building successful ventures worldwide through our recruitment, interim and executive search in communications, sustainability, public affairs and policy, digital marketing and sales.