Spirit Airlines filed for Chapter 11 bankruptcy protection on Monday after losing more than $2.2 billion since the start of the pandemic, failing to restructure its debt and unsuccessfully attempting to merge with JetBlue at the beginning of the year. It expects the process to be completed by Q1 2025.

Positioning the move as a reorganization bankruptcy to provide Spirit with legal protections, the company published a press release framed as an “open letter” to travelers and a separate investor relations release.

Each announced an agreement with bondholders that the company claims will help it restructure debts and raise the funds it needs to operate during the process. Each offers solid examples for crafting bankruptcy comms, and change comms in general, delivered in a language and messaging style germane to each audience.

What the open letter got right

Spirit’s letter to travelers and customers, distributed by PR Newswire, is short but sweet.

It begins by stating the intention of the message: “We are writing to let you know about a proactive step Spirit has taken to position the company for success.” It then announces the agreement wit bondholders as a means to reduce total debt, give the company more financial flexibility and “accelerate investments providing Guests with enhanced travel experiences and greater value.” The opening also frames the bankruptcy as “prearranged” to hammer home the idea that this is a strategic plan and not a last resort (it’s both).

This opening effectively couches the financial news in language that general audiences can understand, then ties the changes back to things that matter to guests — how it affects their travel experience. Whether water will become free on future Spirit flights remains to be seen.

The letter then bolds and underlines the point it wants those scanning the message to take away: “The most important thing to know is that you can continue to book and fly now and in the future.”

This is followed by assurances that travelers can still use their tickets, credits and loyalty points as normal, join the airline’s loyalty program and expect the same level of customer service from Spirit.

The letter ends with a few more best practices:

• It shares the estimated date of Q1 2025 when the process will be complete, an accountability play.
• It alludes to other airlines that have navigated bankruptcy and emerged stronger (American Airlines an Delta filed after 9/11, but Spirit is the first airline to do this in a decade.) This makes Spirit seem like less of an outlier, even though their debt and case is extreme,
• It offers a landing page to learn more about the company’s financial restructuring. This is a tried and true tactic for any change message—stick to the key points in the message, and direct interested audiences elsewhere to learn more.

“I applaud them for trying to communicate directly with their customers, reinforcing that they can book and fly now and in the future without disruption,” said Vested Managing Director Ted Birkhahn.

“However, they need to ensure they deliver on this promise because mass flight cancellations or service disruptions during this period put them at risk of breaking any remaining trust between the brand and the consumer.”

While Spirit’s open letter captured many best practices of change comms, it avoids some other questions. Birkhahn also pointed out that the statement doesn’t mention any strict adherence to safety standards during the bankruptcy proceedings—a concern on the minds of any traveler following Boeing’s recent crucible.

“When considering flying with an airline in bankruptcy, my main concerns are whether it might be distracted or understaffed, potentially compromising its ability to meet FAA standards, and whether it can maintain normal operations,” he added.

“I realize all airlines are under strict FAA oversight, but consumer perception is Spirit’s reality, and if consumers are fearful of flying the airline, they will likely book elsewhere.”

Glossing over your past mistakes and pretending they never happened is bad PR, while owning them and positioning a financial restructuring as an opportunity to rectify past operational failings is a chance to turn an opportunity into a cornerstone of future success.

How the IR release frames things differently

While the open letter had the boilerplate cautionary legal language in its forward-looking statement, the investor relations release goes into more specific terms using business and legal language.

Four takeaways are listed up top before the press release begins:

• The first says that “Flights, ticket sales, reservations and all other operations continue as normal,” expanding on the commitments in the open letter to include operations.

• The second notes that the restructuring agreement was signed “by a supermajority of Spirit’s bondholders”, explicitly noting that bondholders have agreed to the plan.

• The third defines the Chapter 11 proceedings as “voluntary” and says they have officially commenced “to implement the agreed deleveraging and recapitalization transactions”.

• The fourth gets into the financing details Spirit will receive from existing bondholders and specifically notes that vendors, aircraft lessors and “holders of secured aircraft indebtedness” will be “paid in the ordinary course and will not be impaired.”’

These points anticipate the most likely investor concerns and address them first — always a best practice when crafting business comms. They are consistent with the ideas in the open letter but go into deeper detail, which makes sense for the audience closely invested in business operations and performance.

This release also included the first indication of how Chapter 11 will affect employee compensation, claiming it will not impact team member wages or benefits “which are continuing to be paid and honored for those employed by Spirit”.

A statement from Spirit President and CEO Ted Christie closes the IR note, contextualizing what this news should mean for the company’s bottom line and ending by thanking his team.

What this means for employees

While Christie thanked the Spirit team and the IR release said that employee compensation and benefits would remain unaffected, the question of layoffs still looms. Spirit furloughed hundreds of pilots over the summer and into the fall after announcing pay raises for four executives in a July 8-K filing.

On the heels of the bankruptcy news, a story about Christie’s $2.5 million Florida home isn’t doing any favors for the company’s employer brand, either.

Spirit is at an inflection point—not just over how it communicates with unions, but with employees directly to educate them about what bankruptcy means for their role and business operations in the months ahead.

We don’t know how Spirit communicated this news with employees, and a request for comment from Spirit was not returned at the time of publication.

Cat Colella-Graham, internal comms lead and coach at Coaching for Communicators, believes that foundational change comms best practices can be applied at Spirit to mitigate internal confusion or backlash.

Those include:

• Holding an all-hands meeting and following up with an email. “It’s important to share the what, why, and why it matters to employees first and fast,” reminds Colella-Graham. “To avoid any misinformation, follow up with an email that recaps the facts, offers a resource if you have questions, and a reminder to direct press inquiries to the appropriate media rep. The law firm assigned to the case may require this for compliance.”
• An intranet FAQ. This should include:
  • The roles that are immediately impacted, if any.
  • What employees can do to prepare for next steps.
  • Any resources, support or professional services the company offers employees to help the process.
  • A commitment to communication, including who they can go to with additional questions.
  • Regular updates ahead of developments hitting the news. Finding out bad news about your organization from external sources before hearing it internally is one of the biggest change comms sins you can make— it corrodes trust and can transform employees from advocates to activists.

Colella-Graham also sees this as an opportunity for Spirit’s leaders to demonstrate humility, empathy and consideration for how difficult it is to process this news so close to the holidays.

“Many employees will be essential in this deal,” she said. “If leaders want to retain those essential team members to work the best bankruptcy deal they can including a sale, merger or other administrative remedy, they need to walk shoulder to shoulder with the team.”

Justin Joffe is the editorial director and editor-in-chief at Ragan Communications. Follow him on LinkedIn.’

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Parallel stories are playing out in Seattle with two legacy brands grappling with poor performance, employee issues and a loss of direction. Both Starbucks and Boeing are hoping that their new CEOs can turn things around – but both have their work cut out for them.

Jennifer George, SVP at The Aspen Group, sees similarities in how they’re communicating change under their new leaders, Kelly Ortberg at Boeing and Brian Niccol at Starbucks. Each of these companies is using the messaging around the hires to signal to the outside world that they’ll be going back to the services and brand characteristics that made them household names decades ago.

According to George, who has experience with leadership changes at brands like Shutterfly and Unilever, successful change leadership requires “brutal honesty about problems, deep respect for heritage, clear frameworks for action, authentic engagement with front-line teams and realistic timelines.”

Heritage as North Star 

Sometimes new CEOs want to make their mark by building something new, but they shouldn’t forget what made their organization great in the first place, George said. “Your company’s history and the DNA of that brand are really a strength.”

At Boeing, the comms team is focusing on returning to engineering excellence, while Starbucks wants to get back to its “coffeehouse roots.” In his hiring announcement, Niccol stressed a desire to see the “iconic brand” get back to exhibiting the “unique culture and commitment to enhancing human connections around the globe” that he has long admired.

“It’s clear we need to fundamentally change our strategy to win back customers,” Niccol said in mid-October. “My experience tells me that when we get back to our core identity and consistently deliver a great experience, our customers will come back.”

Mellody Hobson, Starbucks’ lead independent director and a board member, described   Niccol as a “culture carrier.” She and the rest of the company’s board praised Niccol for turning Chipotle around by introducing menu changes and improving store employees’ quality of life, through higher wages and more benefits.

“Like all of us at Starbucks, he knows that a great customer experience starts with a great partner experience,” said Hobson. “Our board believes he will be a game-changing leader for our company, our people, and the customers we serve worldwide.”

In his early days as Boeing’s CEO, Ortberg made a deliberate effort to spend time on the factory floor, rather than in the executive suites: “I don’t think our people are close enough to the people in the labs, the people on the factory floor.”

The statement showcased Ortberg’s commitment to connecting with frontline employees who are the “lifeblood of the company,” George said.

In other statements, the former Collins Aerospace chief executive has tried to send a message to investors that Boeing was getting back to basics. He recently cited a desire to develop a new aircraft in the future but stressed a need to “reset our priorities and create a leaner, more focused organization.”

“There was no attempt to ‘reimagine aerospace solutions,'” George said. “It was, ‘We’re an airplane company; and we need to get back to what we do best, which is engineering excellence around airplanes.'”

Front-line first 

George emphasized that Niccol and Ostberg’s post-hire actions weren’t about making boardroom presentations, but rather about taking trips into the field. “Truth comes from where value is created, not headquarters,” George said.

Both CEOs have been clear about the importance of being in the trenches. Niccol did just that in his first 50 days, talking to folks all over the country on a listening tour.

As part of his “Back to Starbucks” plan, Niccol is simplifying the drink and food menus, restoring the condiment bar and bringing back the practice of writing names on beverage cups, among other changes, to reclaim the company’s status as “America’s living room.”

“To me, the fact that he’s turned what he heard into tangible changes in under three months sends a clear message about understanding the people doing the actual work and making it easier for them, which ultimately benefits customers,” George said.

They’ve also worked to show that commitment isn’t a one-off thing. Ortberg, for instance, moved from Florida to Seattle. Niccol is commuting by private jet from his family home in Southern California to be at the office a few times a week. Though, that work agreement with has raised some concerns about an apparent double standard as the company has pledged to enforce its return-to-office policy.

“The real challenge is the perceived inconsistency, whether it’s real or not,” George said. “As I always tell leaders, everything you say and do sends a message. Your job as CEO is to send the right message and inspire trust. To me, this doesn’t quite hit the mark.”

A Starbucks spokesperson said corporate expectations are for Niccol to work in the Seattle office at least three days a week in line with the company’s policy.

“It seems like they tried to do this with the right intention, but it still raises questions about consistency and fairness,” George said.

Framework, not frenzy

George praised both companies for their straightforward language in communications. “There are very few buzzwords or corporate jargon,” she said. “They’re willing to admit the hard truth, that they’ve made it difficult to be a customer.”

One example is Ostberg’s frank statements about the looming layoff of up to 10% of Boeing’s staff.

In the Q3 earnings report, he wrote:

“We are at a crossroads. The trust in our company has eroded; we’re saddled with too much debt; and we’ve had serious lapses in our performance across the company, which have disappointed many of our customers.”

“As communications pros, we often sanitize our leaders’ messages, making them meaningless and undermining trust,” she said. “Real trust is built on raw truth, not perfectly crafted statements.”

George noted that communications from Niccol and Ortberg, as well as their teams, have used simple, direct language that “calls out problems by name and strips away the corporate veneer.”

“They speak like humans, saying what’s wrong and how they’ll fix it, which has been really powerful for both of them so far,” she added.

George emphasized the importance of setting long-term expectations while trying to get back to the fundamentals and earning a few wins.

“Change is a process, not an event,” George said.

Casey Weldon is a reporter for PR Daily. Follow him on LinkedIn.

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Before moving to New York City to run Edelman’s New York office in 2022, Margot Edelman ran its San Francisco office, managing a team of 170 employees and focusing on technology clients. That Bay Area experience led to dual roles in New York – as general manager of the agency’s largest office and co-lead of its Tech Practice.

She’s a third-generation powerhouse within the Edelman family.  A leader at one of the largest PR agencies in the world, with more than 6,000 employees across 60 offices worldwide, Margot holds an MBA from Harvard and is a Young Global Leader with the World Economic Forum. She’s also an active member of many industry boards, including Ragan’s Communications Week Board.

In this latest installment of Wonder Women, we go inside the Edelman world with Margot as she shares her take on agency culture, team leadership, the changing media landscape, and the rising role of influencers and creators — plus a surprising finding from the latest Edelman Trust Barometer.

Margot and sisters Amanda (middle) and Tory.

Origin Story

DIANE: Share how you got here, as general manager of the Edelman NY office, and co-lead of the Tech Practice. 
MARGOT: I’ve had a dynamic journey at Edelman that’s shaped my leadership in the New York office and Tech Practice. While leading the Bay Area Hub, I focused on technology clients and building strong relationships with key stakeholders in Silicon Valley. Before that, I headed Edelman’s Technology Practice in the Bay Area, where I guided major tech companies like Infosys and Adobe on reputation management and trust-building. Today, as general manager of the New York office and co-lead of Tech Practice, I continue to drive growth and innovation, helping clients navigate the complexities of the global market.

Leadership

DIANE: What’s the most important quality a comms leader must possess? 
MARGOT: In communications, being able to think on your feet is essential. The media landscape is always shifting, with new developments happening all the time. A good comms leader needs to react quickly to those changes and help clients stay ahead of the curve. It’s about being adaptable and finding the right opportunities in real-time, so you’re always ready to respond.

DIANE: How would you describe your leadership style? 

MARGOT: I believe in leading by example and staying positive, even when things get tough, and showing my team and clients that there’s always a way forward. I think when you lead with optimism and purpose, it encourages others to do the same.

DIANE: How do you inspire your team? 
MARGOT: Much like my leadership style, I believe in inspiring through action. I approach challenges with positivity and look for solutions, which I believe helps the team feel more confident and motivated. By showing them what’s possible and leading with a clear vision, I try to create an environment where they feel encouraged to innovate and push boundaries.

Culture

DIANE: Fill in the blank: The future of communications is _________________. 
MARGOT: The future of communications is always changing. The landscape is evolving faster than ever, with new platforms, technologies and trends emerging every day.

DIANE: With remote work, how do you help the next generation stay connected and learn from their peers? What about helping veteran comms people learn from younger generations? 
MARGOT: We’ve embraced a hybrid approach, with three days a week in the office to keep that in-person collaboration going. Encouraging people to come in more often fosters those spontaneous conversations and learning moments that are hard to replicate virtually. It’s important for younger team members to absorb that real-time feedback and interaction, and at the same time, veterans can benefit from fresh perspectives and digital-savvy insights from the next generation.

DIANE: Some ways that you attract top talent? 
MARGOT: We focus on working with some of the most innovative and interesting companies out there. This not only attracts top talent but also allows our team members to engage in groundbreaking projects and develop new offerings, encouraging everyone to bring their ideas to the table and innovate in their roles.

DIANE: DEI, as a term at least, has taken a hit – your view?
MARGOT: Having a diverse workforce is incredibly important as our team should reflect the broader society we serve. While the term DEI may have faced criticism, the underlying principle remains vital: fostering an inclusive environment where diverse perspectives are valued. It enhances creativity and drives better decision-making, ultimately leading to more effective outcomes for our clients.

The Work

DIANE: Share a client success that underscores Edelman’s value proposition. 
MARGOT: One standout example is our work with the George Kaiser Family Foundation. We partnered closely with them to highlight their impactful initiatives in the community, and the results really showcased our ability to drive meaningful conversations and create lasting change. It reinforced Edelman’s value proposition by demonstrating how we can help clients connect deeply with their audiences.

DIANE: What technologies are you most excited about for Edelman and for your clients? 

MARGOT: Comms is evolving so rapidly, and I’m particularly excited about the opportunities presented by influencers and creators. These technologies are changing the way we tell stories and engage with audiences. They allow us to approach things from a fresh perspective, leveraging new platforms to reach people in ways that resonate.

DIANE: Thoughts on some communicators’ fears around AI impacting their role? 
MARGOT: I think there’s a lot of potential for AI to enhance our work rather than replace it. Ideally, these tools will enable us to do things more quickly and efficiently, whether it’s creating images or videos or analyzing data. It’s about leveraging technology to free us up for more strategic thinking and creative storytelling.

DIANE: Is there anything in the latest Edelman Trust Barometer that surprises you? 
MARGOT: I find the fear of innovation particularly interesting. It’s intriguing to see how data reflects people’s hesitations about change, especially in our industry. But it also underscores the importance of staying adaptable and open to new ideas in the face of that fear.

DIANE: How have client expectations changed in the last few years and what do you anticipate two years from now? 
MARGOT: While clients expect measurable outcomes, they’re increasingly open to exploring a variety of communication channels, not just traditional earned media (while still crucial). Channels like LinkedIn and collaborations with influencers are becoming more prominent in the mix. I anticipate this trend will continue, leading to an even broader set of tools that we can leverage to meet client goals.

DIANE: Would you say there is journalist fatigue, and if so, how do you combat that from a media relations perspective? 
MARGOT: If there is journalist fatigue, our job as communicators is to tell compelling stories that stand out and interest reporters. By focusing on quality and relevance, we can engage journalists with narratives that truly resonate, making our outreach more effective and meaningful.

Self

DIANE: Take us through a typical workday – what time do you wake up, what’s your morning routine, how many meetings, best part of your day? How do you close out the day? 

MARGOT: I usually wake up early and like to start my day by reading the news to stay informed for the day ahead. After that, I make an effort to fit in a workout before the workday begins, as my mornings can get packed with meetings that often last until the end of the day. I always carve out time for breakfast and occasionally meet with clients for drinks, which is one of the highlights of my day.

DIANE: Personal habits that work? A habit you want to shed? 
MARGOT: I tend to be about five minutes late to things, which is something I’d like to shed.

DIANE: Technology you can’t live without:
MARGOT: Smartphone

DIANE: Work-life harmony – if you do it, how do you do it? 
MARGOT: When work gets heavy, I lean into it. Conversely, when things slow down, I take a breath and use that time to reset.

Margot skiing in Japan.

To all Wonder Women: Show the world your shine! Enter Ragan’s Top Women in Communications by Oct. 25 to get the flowers you deserve.

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It’s not a pleasant situation, but it’s bound to occur at some point: your boss has a terrible idea.

Whether your supervisor wants to tweak the length of your emails or overhaul your entire internal communication strategy, you know the decision is bad for business. At the same time, flat out telling your boss that his or her plan is foolish can be bad for your career.

Read on for a three-step process for navigating this delicate predicament.

No. 1 – Identify where the new direction is trying to take you

In all likelihood, members of the leadership team aren’t introducing new tactics because they’re bored or the company is surpassing every one of its sales goals with minimal cost. Chances are there’s either a real problem that needs fixing or an opportunity to boost the firm’s performance.

Therefore, listen closely to your boss’s idea to identify the core issue he or she is seeking to address. Ask questions. Probe beyond the surface.

For example, a boss may want to pack more information into employee communications as a sign of increased transparency, which he believes will improve workforce morale. Another executive may want to abandon online training sessions because she sees some staff members struggling to incorporate new software into their daily duties.

While the proposed means of achieving these ends may be ill-advised, uncovering and articulating the desired outcome is what matters.

A bonus to showing an open mind at the outset, as opposed to shouting a reactionary “No” to anything that deviates from the norm, is that it keeps the lines of communication open. It avoids unwelcome tension. It can help turn a top-down order into a department-wide discussion.

The first step in successfully rejecting a poor executive decision is making sure your boss understands your intention is to do what’s best for the company, not undermine his or her authority. Ultimately, you want to maintain a good relationship with your boss throughout the process.

No. 2 – Embrace data as your guide  

The next step is to build your case with solid evidence.

If your boss presents a bad idea, use data to illustrate why it’s bad. A plan to radically transform your email strategy, for instance, should be avoided if benchmarking data shows your team is outperforming rival firms on open and engagement rates.

When presenting data-backed insights to leadership, keep it simple. Make sure the metrics you’re highlighting connect to the results your boss cares about, such as revenue and employee retention.

Overall, try to keep your rebuttal objective and fact-based. Leave opinions and personal viewpoints at the door. Once people’s egos get involved, the conversation can turn sour. A boss might end up forcing their decision through, no matter how harmful, just to prove they’re still in charge. This isn’t good for anyone — not for you, not for them and certainly not for the company.

No. 3 – Offer an alternative route to the same destination

The final step involves coming up with your own idea to replace your boss’s plan. This can be a modification of your manager’s proposal or something completely novel. Either way, being positive and constructive will go a long way in justifying why the company should not adopt your boss’s bad decision.

Please note that this isn’t always the case. Sometimes a slapdash strategy needs to be rejected, end of story.

But recall step number one: In most cases, management debuts a new initiative or restructures how the company operates because there’s a bona fide problem that needs resolving or an opportunity worth pursuing. The trick is to devise a way of accomplishing this feat in a way that’s healthy for the business.

Again, as stated in the second step, rely on hard numbers to strengthen your argument. Use statistics to show why your boss should choose your method of attacking the issue instead of their initial idea. The more your manager can see a better option for moving forward, the more likely they are to leave their bad idea behind.

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Effective managers are often the closest touchpoint employees have to leadership and the rest of their organization, interpreting and personalizing corporate communications to ensure they land with consideration for workflow and scope.  When managers are understood by leaders as a trusted and essential lever for both efficiency and employee experience, it’s worth asking the question — what can communicators do to help a new or transplanted manager shows up on an existing team?

Instilling the right processes and support systems can make a seemingly tough transition seamless.

The right tech and touchpoints for accelerated adaptation

Even the most experienced managers benefit from extra support when they lead new team. That’s why it’s key to put the right resources in place.

Communicators should always emphasize early the importance of facilitating manager touchpoints and connections—both between each other and with leadership. Onboarding should clarify the reporting structure, ensuring the new manager understands how their new role fits into expectations— for the team and from the team.

“Managers need peer support, not just to be dropped into a situation like an airborne force parachuting into a combat zone,” experienced communications leader Amanda Ponzar said.

“Make them aware of all the tools they can learn from, whether that’s a team communication tool like Slack, a project management tool like Asana, or relevant parts of the company intranet,” added Ponzar. “Provide them with resources like brand guides for language use, org charts so they know where different team members’ responsibilities lie, and talking points from leadership.”

Automation and templates also shorten the adjustment period.

“AI can serve as a major help in getting inter-team emails drafted up quickly,” Ponzar added, “while pre-provided Canva decks, Powerpoint presentations, and sample employee performance plans can help them adjust to their new leadership roles as well.”

Communicating managerial style

 Even the most eager new managers might not get the full hang of their role immediately. And that’s alright! But it’s just as important for them to invest time and energy into nurturing cultural connections that bridge team and personal purpose to corporate purpose.

Lisa Claybon, vice president of corporate affairs for Compass Group North America, told Ragan that managers should be asked to communicate about their style from the outset.

“While a new manager doesn’t have to go full ‘Undercover Boss,’ some of the same principles of getting to know employees and how they view the business apply.”

“Having a manager explain their leadership style, relevant success that they will apply to their new role, and their passion and enthusiasm can be balanced with their personality and personal interests which can help foster camaraderie early on,” she said.

These open lines of communication are especially important for new managers of dispersed teams.

“If the manager’s team is dispersed, spend as much time on the road meeting people and learning about their roles and the operations, whether it’s visiting manufacturing locations, retail stores or other offices,” added Claybon. She added that these are the moments that will allow managers to better understand the company and create more authentic and credible comms.

When this happens, managers create forums with employees to establish two-way dialogues.

“Organizing a series of small-to-medium-sized roundtables can be incredibly valuable to get a pulse on all levels of an organization or team,” Claybon explained. “Stop-Start-Continue exercises, both formal and informal, also create frameworks for honest conversations.”

Consistent team building is the most successful kind 

There are limitless ways for new managers to bond with their new teams on personal levels. Volunteering initiatives, health challenges, or taking collective mental health breaks from the grind of work can help build necessary bonds.

“New managers can ask each team member to help lead a meeting or provide a 5-minute icebreaker at the start of each meeting to help increase engagement and build camaraderie,” Ponzar said. “There are tons of creative ideas out there that you can use to pull your team together as a unit even in the early days.”

We hear a lot about the importance of team building in the modern workplace, but it’s critical for these efforts to be rooted in consistency, and not some arbitrary norms that are holdovers from years gone by.

Making a good-faith effort to build teams with authentic, real norms and standards that value the employee and manager experience, and uphold the values of the company, are the way to go.

Sean Devlin is an editor at Ragan Communications. In his spare time he enjoys Philly sports and hosting trivia.

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A growing number of prestigious universities are implementing formal strategies to restrict their public statements on national and global events that don’t directly impact their institutional functions.

Since 2022, Princeton, Vanderbilt, North Carolina at Chapel Hill, Northwestern, Stanford and Harvard have all adopted these kinds of so-called “principled neutrality” policies.

The most recent example is the University of Pennsylvania, which now forbids university leadership – but not professors or educators – from commenting on things such as political, judicial or military actions, as well as instances of discrimination or human rights violations.

Penn created the policy following criticisms for comments it made to students and staff on issues related to the Israel-Hamas war. Those comments eventually contributed to the ouster of then-President Liz Magill.

“It is not the role of the institution to render opinions,” Larry Jameson, Penn’s interim president, said in a university announcement on Sept. 10. “Doing so risks suppressing the creativity and academic freedom of our faculty and students.”

But are these types of policies helpful or harmful? After all, the communications team or university leaders could simply decline to comment on a case-by-case basis moving forward. They can also just ignore the situation altogether.

Ultimately, the decision for how – and if – to respond to a situation comes down to the unique needs of the organization or brand, said Michael Perry, vice president of external communications for the E.W. Scripps Company.

It doesn’t matter, Perry said, whether comments are made in public messages to students or to a reporter.

“Every organization has to do what’s best for them and their situation. But there is also a way to not comment that can show respect and professionalism and not damage relationships,” Perry said.

The Penn case

Between September and December 2023, Magill, then still Penn’s president, sent eight emails to undergraduate students about the Israel-Hamas conflict and student demonstrations, according to The Daily Pennsylvanian, Penn’s student newspaper.

Pro-Israeli community members criticized Magill’s response as an insufficient condemnation of antisemitism, while pro-Palestinian demonstrators and community members criticized her for failing to address civilian suffering in Gaza.

In that situation, having a policy that outlined what the university would or wouldn’t comment on would have been beneficial, Lisa Rodriguez, EVP of issues and crisis communications for Spectrum Science, said. With such a protocol in place, Penn – or any company or organization can quickly and calmly assess a situation, weigh the risks in responding and determine the best path forward.

Rodriguez advised all organizations to invest “thoughtful time and effort” into developing a thorough response protocol. She stressed they’re particularly effective when integrated into the overarching crisis strategy.

“A well-crafted protocol enables your crisis team to assess situations and respond strategically, rather than being caught off guard and forced to create a plan under pressure,” she said.

Determining how, if to respond

When determining whether to issue a comment, it’s crucial to consider not only what to say but why you’re saying it. Rodriguez advises considering the nature of the situation, anticipated media coverage and the potential benefit of commenting.  

For instance, while a blanket “we don’t comment on X” policy can be an effective response to a news outlet, it can also backfire. She gave the example of a legal matter where having only one party comment can lead to unbalanced media coverage.

A key consideration must be the organization’s stakeholders. When Penn outlined its new policy, it noted that addressing one issue can attract negative attention to anything unintentionally omitted, leading to misinterpretation.

 It’s impossible to please everyone – even a straightforward response can alienate an important business demographic. In the case of a college or university, the organization must also consider its donors’ needs, who may hold different views than its students.

 One way to possibly work around this is by distinguishing between a statement that expresses a point of view on a polarizing political issue and releasing a statement that outlines steps to ensure safety and that that all parties feel heard, Rodriguez said.

 On a recent trip to New York, she attended several graduation events and activities at NYU during protests. Students could freely express opinions and frustrations, but the university never specifically acknowledged, supported or opposed any of their expressions.

 “Maintaining a neutral stance on an issue while not tolerating violence and disruption is certainly not easy, but it’s possible if policies are clear,” Rodriguez said.

Casey Weldon is a reporter for PR Daily. Follow him on LinkedIn.

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Starbucks’ decision to replace CEO Laxman Narasimhan on Aug. 13 was as much a PR statement as it was a business decision. The action aimed to signal to Wall Street, stakeholders and employees that it’s committed to making major improvements.

The coffee chain has struggled since Narasimhan took over in March 2023. Since then, Starbucks has faced concerns about rising prices, decreased customer service and questions about quality. Sales are down 3% this year. The company’s stock price was down about 24% under Narasimhan’s reign.

Those issues agitated activist investors, Elliott Investment Management and Starboard. Elliott said it didn’t ask the Starbucks board to replace Narasimhan, but it did want to see major changes.

“I would say the bulk of this announcement was targeted at investors,” said Anne Marie Squeo, founder and CEO of Proof Point Communications.

Starbucks chose Brian Niccol, CEO of Chipotle Mexican Grill, to replace Narasimhan. Analysts credit Niccol with turning around the fast-casual restaurant. News of the leadership change caused Starbucks’ stock to shoot up 24.5%.

“So much of your communication strategy is dependent on what’s happening (with your company),” Squeo said, adding that the move sends a clear message in “words and actions” that those concerns were heard. 

Be open about the change

Squeo is no stranger to the CEO transition news cycle. She was a business reporter for Bloomberg News and the Wall Street Journal, and later held senior communications roles at Lockheed Martin, Netflix, IBM and Xerox. 

In her experience, the communication strategy for a leadership change depends on the reason it’s happening – a retirement, a person moving onto a new job or in Starbucks’ case, a firing.

Squeo emphasized the importance of being open and transparent about why the move took place. Adding the “why” is going to prevent “conspiracy theories and second-guessing” from sneaking into the conversation, she said. 

Starbucks’ hiring announcement didn’t say much about Narasimhan other than thanking him for his service. However, it did highlight Niccol’s record of driving growth and innovation. The release also noted his belief in a “remarkable customer experience” rooted in an “exceptional partner experience.”

Chipotle’s stock price increased nearly 800% during Niccol’s six-year tenure.

Howard Schultz, Starbucks founder and chairperson emeritus, described Niccol as “the leader Starbucks needs at a pivotal moment in its history.”

Squeo applauded Starbucks’ transparency in addressing the reasons behind the leadership change. 

“If you’re the board and the CEO, frankly, of any company that has two activists in your stock, you need to look long and hard about whether you really believe that the person at the helm is going to get you to the other side of this battle,” Squeo said. “And it is a battle.”

No one-size-fits-all approach

Squeo said she doesn’t use a “crisis playbook” because no two situations are the same. Instead, she prefers to assemble a team of the “right people with the right capabilities” who can create a comprehensive internal-external plan for issues as they arise.

Timing of the media statement and staff message are key, Squeo said. Employees and leaders shouldn’t have to learn they have a new boss from a press release or news alert.

While Squeo was leading internal communications at Lockheed Martin, the company’s incoming CEO was ousted for an inappropriate relationship with a subordinate. He was president at the time. The company’s communications team took three days to develop the announcement strategy.

First, the communications team worked with the CEO to brief the company’s top leaders. Next, it informed a few hundred next-tier leaders. Then, Lockheed Martin issued an employee communication not long before sending a press release.

With publicly traded companies, it’s also vital to engage with investors and Wall Street analysts, Squeo said. This will let them ask questions and hear from those involved.

Handling the media is a little different.

“I wouldn’t recommend rolling out a new CEO much beyond a short introductory phone call,” Squeo said. “There’s plenty of time for that down the road once the person has been in the role for a while.”

That’s due in part to the fact customers don’t really care who’s running a company as long as the products and services remain consistent, Squeo said. She expects that will be the case for Starbucks as well.

“People are busy,” Squeo said. “They only care about the things that they have to care about.”

Emphasizing more of the same at Chipotle

News of Niccol’s departure stunned Chipotle’s investors. The company’s shares dropped 7% that day, per Yahoo Finance. 

“If you’re the company that isn’t expecting to lose your CEO, then you’ve got to move pretty quickly,” Squeo said.

Chipotle didn’t have the luxury of doing a major rollout of a new superstar CEO. Instead, the company took a more measured immediate approach, focusing on continuity of leadership and operations. It’s messaging said as much as well.

Scott Boatwright, Chipotle’ chief operating officer since 2017, is taking over as interim CEO. In a press release, Chipotle emphasized Boatwright’s “critical role” in creating and executing a turnaround strategy that “delivered incredible results.” It also stressed that it would “continue to execute the company’s strategic plan without interruption.”

Further leaning into that continuity, Jack Hartung, Chipotle’s president for strategy, finance and supply chain, announced plans to stay indefinitely to assist Boatwright’s CEO transition instead of retiring next year.

“It seems like they had an experienced-enough bench that they were able to quickly maneuver a few people into key roles to sustain what (Niccol) had already started,” she said.

Measure the win by what doesn’t happen

Another factor in your communications approach is the status of the replacement. If the person is a true interim, the messaging should help people see them as “a steady hand at the wheel,” Squeo said. That’s what Chipotle did. In this type of situation, the comms teams should give them the support to convey that point, but they should avoid going overboard.

“You’re not going to be doing a roadshow introducing them, because they are keeping the wheel straight for however long it takes to bring in the next CEO,” she said.

It’s different if the person is on the short list for the permanent gig. Then, they’ll want and need media opportunities to convey who they are, what they believe in, and how they plan to advance the company.

“You don’t want them to look like they’re just keeping a steady hand,” Squeo said. “You want them to look like they’re the future hand.”

Ultimately, Squeo believes both companies did they best they could while facing difficult situations. They did what they could to address investors’ concerns while keeping their employees and operations stable.

“Often the way you know you’ve been successful in this kind of a leadership announcement is by the things that don’t happen,” she said. “People aren’t complaining, people aren’t dumping your stock. People aren’t questioning your decision and your choices. That’s kind of the win.”

Casey Weldon is a reporter for PR Daily. Follow him on LinkedIn.

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No one benefits from an unhappy workforce. Yet detached and unmotivated employees seem to be everywhere.

Last year, for example, two-thirds of U.S. workers reported feeling either not engaged or actively disengaged on the job, according to Gallup. These dissatisfied employees cost companies an estimated $1.9 trillion in lost productivity. Ouch.

It doesn’t have to be this way. Both managers and employees can do their part to boost morale in the workplace — and it begins with a sound communications strategy.

For those in leadership positions, the key is to establish an ongoing dialogue with subordinates. Employees want to know what’s happening and why. Who did the business just hire? How did the department perform last quarter? Keeping people in the loop on a routine basis makes them feel more connected to the company. More transparency leads to fewer misunderstandings and a more self-assured work environment. It’s the internal communicator’s job to set benchmarks and measurements to understand which channels employees prefer to receive communications, how often and what format works best.

Employees also want to express their opinions and be heard. The more their superiors listen and act on the input, the more workers will invest their time and energy into the company.

Managers should set up regular calls or schedule recurring meetings on internal communications platforms such as Slack, as they can no longer rely on news spreading around the office in an informal manner. While remote work has declined since the height of the pandemic, numbers from the Census Bureau show that around 26% of U.S. households still have someone working from home at least one day per week. A more formal approach to disseminating information cuts down on unfounded gossip, too.

Internal communicators can partner with team managers by collaborating on crafting effective messaging that resonates with employees, providing resources and training on communication strategies, and offering consistent feedback and support. By aligning their efforts and actively involving team managers in the communication process, internal communicators can ensure that messaging is relevant, timely and tailored to the specific needs of employees, ultimately leading to increased engagement and stronger relationships within the organization. This partnership allows team managers to be champions of communication within their teams and encourages a culture of transparency, trust and open dialogue throughout the organization.

Providing feedback — both positive and constructive — is also crucial. Employees want to know that their individual efforts serve a greater purpose by contributing to the company’s overall success. As additional findings from Gallup put it, people “want to be known for what makes them unique.” Managers, therefore, can help drive employee engagement by celebrating good work in a public setting. Reward a job well done, whether that’s in a group email or an all-hands Zoom meeting.

On the other hand, while criticism can be hard to hear, it signals to employees that what they do, and how they do it, matters. Someone cares enough to point out flaws. That said, best to have these conversations in private.

At the same time, employees shouldn’t feel like passive viewers of their own careers. Communication is a two-way street. Managers should encourage workers to submit their ideas and share their day-to-day frustrations before they snowball into bigger issues that push them into adopting a “quiet quitting” mindset. The more available and approachable managers can make themselves — within a healthy work-life balance, of course — the better.

Ultimately, employees want the respect that comes from reliable communication. They want the trust that accompanies a lasting relationship. Although 82% of employees believe it’s important for their organization to see them as a person rather than just an employee, only 45% say their organization sees them this way, according to research from Gartner. This is a big opportunity for companies looking to increase engagement and extend employee retention rates.

By working together, managers and employees can create a work culture that fosters a robust sense of camaraderie and collaboration. Whether it’s a client or customer, boss or worker, everyone will be better off because of it.

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➢ Communicators have a steady seat in the boardroom and are taking an active role in crafting corporate policy and voting on pivotal issues.

➢ Generative AI wipes out the busy work and allows communicators time to be strategic, creative and proactive.

➢ The word “strategic” has been scrapped from the term Strategic Communications for its obvious redundancy, and the Chief Communications Officer now reports to the CEO.

➢ DEI and ESG are no longer polarizing labels as the practices of inclusion, diversity and sustainability are as normalized as media relations and community relations.

Is this the future of communications, or is this just a pipe dream? For most communicators, it’s hard to imagine a future in which the scenarios above come to fruition.  

There’s a small cohort, perhaps the ones attending Davos or other economic global forums, who have the seat at the table and the ear of the C-suite. But for most communicators, you are just too busy getting through the day.  

You say you’re too busy. In Ragan’s 2024 Communications Benchmark Report, communicators cite that the top reason they can’t be more strategic is because they are being pulled in too many directions, with tasks and requests that keep them from big-picture strategy. This answer has topped the other choices for the past six years of the Benchmark Report.   

The last several years have been seismic for communicators. As the stakes were raised during the early stages of the pandemic, and amid social justice and geopolitical unrest, communications met the moment. In my three decades in this space, I’ve never seen so much positive movement.  

Communicators were front and center, keeping stakeholders informed, employees safe and connected. They weren’t in the boardroom, per se, but they were (and arguably are today) at the heart of their organization, not missing a beat.  

The risk is real

But the more things changed, the less it stuck. As we look to the near future, we risk a slide back.  

The tremendous influence and authority gained from 2020 to 2023 is at risk of slipping through the many priorities organizations face unless there is a collective awareness that Comms is still taking a back seat to other roles in the organization. Communicators need to come together around the core issues impacting society and their organizations and assume a role they might not have deemed themselves worthy of when they first entered the profession.  

The stage is set to take the lead role on critical issues of the day: AI’s impact on work and society, employee upskilling, brand management and social issues, misinformation management and ensuring a reasonably diverse and inclusive work culture.  

We are not talking side character or cameo roles — comms should be the lead role in this regular series.  To do this, it’s critical that communicators get curious beyond the walls of its own comms department.  

Here are some ways forward: 

Play in the AI sandbox: Dabble in the potential of AI for you and your team and for the larger organization, asking questions that will positively transform business. Play with AI rather than pray that it won’t impact you. Partner with other communicators to create a framework that moves our profession forward.  

Become business fluent: Treat it like learning a new language and commit to diving into the numbers, getting curious about the ecosystem that drives your business and dashboarding KPIs that truly tie comms to business growth. 

Take the lead in upskilling: AI has accelerated the need for most professionals to develop new skills and competencies (upskilling has always been important). In addition to ensuring you and your comms team are learning new skills, you have the chance to be at the table formulating and overseeing a talent revolution. Somebody’s got to do it – why not you? 

Be comfortable in the fog: With the U.S. election and nearly 40 other elections around the globe in 2024, this will undoubtedly be another year of uncertainty and division within your organization and among your customers and other stakeholders. Communicators will need to manage the murkiness and be the voice of reason, stability and truth. 

Stop being so busy: As mentioned earlier, communicators are busy bees. But as you commit to taking the lead on upskilling, AI and strategic business counseling you’ll find that the stage is yours to take the lead. Decide where you need to spend your time or someone else will decide for you. 

This is all to say: Buckle up, communicators, for an exhilarating ride.  

Diane Schwartz is the CEO of Ragan Communications.  

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Mary Olson-Menzel is the founder and CEO of MVP Executive Development and co-founder of Spark Insight Coaching.

In the echelons of innovative and transformative leaders, few shine as brilliantly as Steve Jobs. Jobs, and a few others in this rarefied cohort, with their brilliance, their vision of a better future, and a powerful drive to push humanity forward, have etched their names in history.  

At the heart of their revolutionary impact lies what we like to call “3D Leadership”: define reality, declare intention and decide strategy. Let’s dissect how extraordinary minds have embodied this concept and how you, too, can adopt this mindset for innovation and leadership in your own organization. 

What is 3D Leadership?  

Dr. Mark Goulston,psychologist, coach, master negotiator and author of the bestselling book “Just Listen,” designed the concept of 3D Leadership with certain exceptional leaders in mind.I was fortunate enough to be one of his trusted colleagues to collaborate with him in refining what that looked like. Mark passed away recently and it feels like it is my mission to get these principles out into the world. 

Jobs and visionaries like him excelled at defining reality” — not accepting things as they are, but reimagining as they could be, and in their minds should be. They have a unique ability to perceive pathways beyond the present construct and identify opportunities that might be invisible,even inconceivable, to others. They don’t predict the future; they create it.  

How do they mold these visions into tangible objectives? They boldly declare Intention.  Jobs wielded what was termed a “reality distortion field.” His charismatic conviction didn’t just persuade; it inspired and disrupted the norm. He made you believe in the impossible, thereby literally “mobilizing” a collective effort toward his futuristic visions.  

When Jobs witnessed the underutilized potential of the graphical user interface and mouse at Xerox PARC, he didn’t just see tools; he saw the gateway to a new era of personal computing.  

Yet, ideas alone, no matter how compelling, are not enough. As Thomas Edison, another legendary innovator, pointed out: “Vision without execution is hallucination.” Therein comes the third dimension: decide strategy. 

Jobs was known for his meticulous, almost obsessive, approach to realizing his visions. Jobs built a culture of excellence by surrounding himself with uniquely talented individuals like early partner Steve Wozniak, designer Jonny Ive and current Apple CEO Tim Cook.  

Laying the groundwork for 3D Leadership 

Now that we have identified the three stages of 3D Leadership, it’s worth exploring what conditions might precede them. What factors indicate that an individual may be a future 3D leader? According to Goulston, it begins with being a first-class “noticer.” 

Noticers embrace the unknown as an adventure, challenge the status quo and end up changing the world. They’re always in a mental state of exploration, ready to pivot and move on to their “Aha!” moment, while others tend to see the unknown as a danger to be feared and avoided. 

This leads us to what Mark Goulston called the, “Whoa, Wow, Hmm, Yes” sequence, describing the journey from amazement to decision. Observing and considering the GUI and mouse, Jobs may have thought, “Whoa!” (astonishment), “Wow!” (realization of potential), “Hmm…” (how to turn that potential into a reality), and finally, “Yes!” (unwavering resolution to do it). This sequence isn’t just emotional; it’s a powerful cognitive process that transforms observation into purpose and action. 

Putting it into practice 

So, what does this mean for you and me as leaders in our own work? Emulating these giants starts with nurturing our capacity to notice, to be genuinely curious about and perceptive within our environments. It requires courage to see the unknown not as a threat, but as a catalyst for possibilities. From this space, we can learn to trust our “Whoa’”moments, contemplate and flesh out the “Wow” and “Hmm” phases, and then move forward confidently with “Yes.” 

The 3D Leadership model  is more than a formula for greatness; it’s a mindset. Cultivate that mindset, and develop your ability to be strategic, resolute, and even visionary.  By embracing curiosity, “first-class noticing” and the “Whoa, Wow, Hmm, Yes” sequence, you begin to lay the groundwork for innovative thinking and transformative leadership. Like Jobs , you too will start to operate from a place of future-creating, and that makes all the difference. 

What kind of future do you want to envision, design, and create for yourselves this year? Begin by defining your reality, declaring your intention, and then start to design your strategy. I’d love to hear about it. 

The post How to apply ‘3D Leadership’ in your work appeared first on PR Daily.

In fact, the Lominger talent management system, first developed by Robert Eichinger and Michael Lombardo in 1991 based on their work at the Center for Creative Leadership, lists “dealing with ambiguity” as one of the 67 competencies that aspiring leaders can focus on developing through performance reviews, upskilling and more.

Lominger, which was acquired by management consulting firm Korn/Ferry in 2006, is still implemented in organizations across industries and regions. And for communicators looking to prepare the next generation of comms leaders, “dealing with ambiguity” should continue to be prioritized.

Lominger says that those adept at navigating ambiguity are able to effectively cope with change, shift gears with comfort and decide to act even when they don’t have the whole picture.  Employees with this skill demonstrate their leadership by not getting frustrated when a situation is up in the air andby being able to think strategically when communicating about risk even if an issue or crisis hasn’t resolved itself completely.

Does that sound like anyone you know?

Ambiguity is an opportunity to refocus on the big picture

Suffice it to say, any communicator working in a risk-averse industry must sit with ambiguity, and even those in low-drama industries will have to flex the muscle when communicating around a reorg or M&A. Several members of the Ragan community have shared stories about long slogs of uncertainty when their organization is about to be acquired and employees are feeling uneasy. Will there be layoffs? Will there be new leaders to report to?

Waiting is indeed the hardest part. But being direct and simple with your message helps. When in doubt, turn to your organization’s mission.

“It’s always important to keep the organization’s mission front and center,” one comms leader told Ragan anonymously. “Crisis and ambiguity both are major distractions, but whenever you can return to the mission (or simply keep the mission at the center of the messaging), that can be a stabilizing reminder for people who otherwise might be starting to spin off their axis.”

Communicating with simplicity and sensitivity

There have been many revelations gleaned from Ragan’s continued partnership with Microsoft during our annual Internal Communications Conference at the tech giant’s Seattle-based headquarters this past October, but one that keeps coming back springs from the company’s research into the neuroscience of employee sentiment.

Microsoft found that employees were less stressed out about bad news than they were over communications that are uncertain, and that simple language functions with a degree of intellectual sensitivity in uncertain times. “People are less stressed when they hear about bad news than when things are uncertain,” said Microsoft Chief Learning Officer Joe Wittinghill. “That old adage that what leaders do is get bad news out fast? We can show you why that’s actually true now.”

“Communicators are often asked to make bricks without straw, to communicate in the absence of key messages and in ambiguous, undefined, unresolved situations,” another comms leader said. “Simple, clear language is key. Even if the message is just to say, ‘we’ll send another update when we have more information.’

Touchpoints build trust

In such uncertain instances, another comms leader said that their firm takes an unusually candid approach. Honoring transparency as a core value means the CEO and leadership have become very comfortable saying some version of “We are aware of the situation and this is what we know, but we don’t have answers yet.”

“The key for us is a commitment to coming back with information and answers when we do have them,” the comms leader explained, offering one example during a recent M&A when the staff at the company that the leader’s firm was acquiring had many quesitons about everything from benefits and policies to possible layoffs.

“Rather than avoiding the question or making promises, our leadership clearly said ‘We don’t know yet, but we’ll give you a place to ask your questions publicly, and we will commit to answering them all (regardless of how uncomfortable),’” they continued. The firm went even further by opening a forum for employees to ask things anonymously. “Over the course of several months, the leaders diligently answered every single question as soon as they knew the way forward on the issue under inquiry.”

Employees of the acquired firm overwhelmingly said that was that this approach helped build trust. “Because they didn’t feel like leaders were ducking or avoiding,” the comms leader said. “They answered when they knew.”

Consistency is key

Aspiring communications leaders who are able to make the case for such an honest, consistent policy will not only demonstrate their ability to deal with ambiguity, but bolster their employee advocacy strategy in the process.

On the flipside, having answers and withholding them because they seem too negative will only backfire. People will eventually find out, breaking the trust you’ve previously created. Remember, employees would rather have bad news than no news at all.

It’s worth considering how the same strategy of transparency amid uncertain times can be demonstrated when things aren’t as serious or heady.

“Another key has been to apply this method in things that don’t have momentous weight, such as the date for a holiday party or the charity we are going to support this year, so the behavior is always on display – not just when things are big and scary,” the comms leader said.

By messaging stakeholders with simple, clear language at a consistent cadence, communicators are able to cultivate trust that’s ready to deploy in uncertain times. That’s what being a true leader is all about.

Justin Joffe is the editorial director at Ragan Communications. Before joining Ragan, Joffe worked as a freelance journalist and communications writer specializing in the arts and culture, media and technology, PR and ad tech beats. His writing has appeared in several publications including Vulture, Newsweek, Vice, Relix, Flaunt, and many more.

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Mary Olson-Menzel is the founder and CEO of MVP Executive Development and co-founder of Spark Insight Coaching.

We’ve been asking our clients lately what three things need to happen for them to finish the year strong. With two months left in 2023, are you thinking about what needs to happen in order for you to feel like this year was a success for you? 

Once you have identified your three things you can back into creating small goals for each week that will help you accomplish your larger goals.  What do you need to do? Who do you need to help you? How will the organization support you in these initiatives? 

As professionals, we continually measure various quantitative and qualitative key performance indicators, but beyond that, what does success look like for you this year? KPIs may be the obvious metric for employers, but how else can we– and should we — measure our success? 

Success means different things to everyone. For some, success may mean reaching a certain level of financial stability or professional achievement. For others, success may mean having a fulfilling personal life or positively impacting the world. Maybe it’s not just one of those things, but a combination of all of them. We know how intertwined professional achievement and personal success can be! 

Ways to define success 

In a LinkedIn article, “Defining Success: What Does Success Mean to You?”,  Nicole Fredricks Jackson lists a number of questions that go above and beyond just looking at a company’s KPIs. They include:  

• What are your values and priorities in life? 
• What do you want to achieve personally and professionally? 
• How do you want to make a positive impact on the world?
• What kind of lifestyle do you want to live? 
• What kind of relationships do you want with your family, friends and community? 

Spend some time with this exercise. Set aside a good hour to think about these questions and write out your answers. Then set it aside for a while and do something else. When you come back later and review what you’ve written, you are likely to have some strong indicators of what it will take to look back on 2023 with pride in your personal success goals.  

Once you’ve gotten clarity on your personal goals, take a look at what you want to achieve in the workplace. How can you be just as intentional about driving results for yourself and your team? Get very clear on what success looks like so you can create a plan to help you achieve it. Remember, you are not alone. Include your teammates and colleagues in this planning, as well. Understand each team member’s motivations and strengths and assign them tasks accordingly to help move forward together.   \

I regularly do this exercise with my coaching clients within the context of their current roles. I’ve asked my own team at MVP to complete it, and I do it myself every year. In addition to helping create your plan and define your intentions for the remainder of the year, it can also become a foundation for your professional success plan in the coming year.  

Here are some additional tips to get you started and help you stay on course: 

• Always start with a vision and a plan.  
• Review your goals from last year and create a measure of what success looks like this year. 
• Curve balls will come your way. Stay flexible and creative.  
• Take calculated risks and learn to pivot quickly. 
• Become a student of your industry and learn from your competitors, too. 
• Focus on great customer service and operational excellence by getting to know your client or audience in a meaningful way. 
• Stay organized and take notes to reflect back on for continuous improvement.  

Consistent check-ins and an openness to recalibrating as needed will help keep the process fluid and moving ahead. With clear intention, deliberate planning, and the right people in place, you can set yourself up to achieve your goals and more.  

The post It’s time to create your end-of-year success plan. Here’s how. appeared first on PR Daily.

It’s said that some people are born leaders. For the rest of us, there’s a lot of hard work and learning that goes into becoming an effective leader of others, regardless of the field we work in. To learn about what helps new comms leaders grow into their elevated roles, we spoke to several seasoned comms leaders about their paths to leadership, the lessons they learned along the way and the advice they have for those following in their footsteps.

Nailing the transition to leadership 

With any significant change in one’s career, there’s bound to be a period of acclimation. One way to maximize that time frame is to adopt an open-minded willingness to learn. According to Dr. Sana Shaikh, Ph.D., a major part of her transition involved learning the lingo of her new leadership role.

“The biggest shift in my going to a mainly leadership role centered on the language used,” she said of her move to academic administration from a mostly teaching-focused role. “Because of this, it’s critical to be very intentional about the words and meaning of what you’re trying to get across to others.”

She added that even when the scope of your role changes, authenticity to who you are as a communicator and person remains paramount.

“When you’re defining your own communication style as a leader, be true to who you are,” Shaikh said. “There’s no universal way to do things — what works for you might not work for someone else. Have a clear strategy and be succinct in what you get across.”

While it’s great and necessary to learn the best tenets of leadership on the job, according to Heather Brinckerhoff, head of brand social media at QVC, the groundwork is best done well before moving into a leadership role. Early in her comms career, she turned to leaders she wanted to emulate and observed how they handled the challenges that came their way.

“When I was at the beginning of my career, I found leaders that I looked to model my own work off of,” Brinckerhoff said. “How did they run meetings? How did they face challenges? How did they celebrate wins with their team? If you start early and emulate a leader you trust and admire, it’ll positively impact your leadership journey going forward.”

Holistic representation and giving yourself grace

In comms, or any field for that matter, the way leaders interact with and represent the individuals in their organization will go a long way in terms of defining the culture and morale of a team or department. According to Samantha Hillstrom, head of internal communications and employee experience at Blue Apron, a new comms leader should look to speak with employees of all levels within the organization to form their perspective and messaging.

“I realized how important this was when it was my turn to step up as a leader — it was my job to represent every level of the company, no matter the message,” Hillstrom said. “We talk about it a lot in comms, but it’s really important for us to be a voice at the decision-making table, and good leaders, and particularly communicators, need to represent everyone.”

A sense of impostor syndrome can creep in for new leaders, but Ali Rubin, co-founder and partner at Velocity Partners, emphasized that new leaders shouldn’t be afraid or anxious if they don’t feel like they’re adapting to their new role right away, as not everything will click overnight.

“Understand that it’ll take time to find your footing,” she said. “Be humble, open, honest, but also confident that you were selected to a leadership role for a reason. Talk to people who have made the journey themselves in the beginning to learn as much as you can about how they did it.”

Empathy is paramount for new leaders 

As communicators, we throw around the phrase “know your audience” until we’re blue in the face. But as a new leader, it’s critical, and doubly so in today’s work environment that often connects people to their leadership virtually. According to Danielle Veira, founder and CEO of Minerva’s Legacy Coaching and Consulting, empathy and understanding should underpin the basis of how a new leader approaches their role.

“As a new leader, I think it behooves you not to create narratives for those on your team, especially when you’re in a situation where you’re communicating mostly remotely,” Veira said. “Provide them space to tell you how you can best support them and manage their projects, but also how you can understand their work styles to help them grow.”

Veira added that if new leaders approach challenges with empathy, they’ll increase their ability to solve problems that arise.

“If you figure out the best ways to communicate with a person, you won’t just motivate them, but you’ll make them feel heard and understood,” she said. “That’ll help you work through almost any issue that arises as a new leader, whether that’s performance or ownership. Being empathetic will help you really connect with someone and create much-needed clarity.”

Sean Devlin is an editor at Ragan Communications. In his spare time he enjoys Philly sports, a good pint and ’90s trivia night.

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Summer in the United States can mean several different things— tickets to a ballgame, trips to the beach (or down the shore, if you’re from the Philadelphia area like this writer is,) or just time away from the daily grind of work to spend with family and friends. But with all these planned activities and vacations, sometimes engagement around the virtual or in-person office might be flagging.

This begs the question — how can you keep employees motivated when the pace of business slows?

That’s where a strong communications department comes in handy. By sharing messages that address both the needs and desires of employees, you can keep motivation up during the dog days of summer, and work to improve retention and overall culture too.

A key time for professional development

Even if summer sees a lull in business, with clients and coworkers taking well-earned vacation time, it doesn’t mean that it can’t be an opportunity for employees to learn something new to upskill their careers.

Dr. Kerry O’Grady, associate professor of public relations and corporate communications and PR consultant, said that these slower periods could be an excellent opportunity for leadership to build in time to invest in their employees.

“Giving employees the freedom to build their skill sets is so empowering,” she said. “It also helps employees know that they’re valued and that their skill set is valuable to the organization.”

Summer can also provide a timely opportunity for communications to reevaluate their channels to reach out about upskilling offerings.   and also provide employees with a moment to voice the areas where they’d like to build their skill sets.

“Summer is a great time to utilize internal comms platforms to facilitate knowledge sharing, team updates, and social interactions,” said Mira Adam, associate director of communications at the Georgetown University McDonough School of Business.” Likewise, creating channels for employees to communicate their ideas and actively listen to their concerns can help contribute positively to engagement,”

Tips for the slow times

If things slow down a bit during the summer at your organization, use it as an opportunity to reassess the challenges you’re up against as a communications department. It can also be a good time for ideation around solutions to those issues.

“Using these kinds of times to organize and work through challenges that have presented themselves in other parts of the year can be really helpful to your overall strategy,” O’Grady said. “By really drilling down and understanding what the root problems might be in our communications, we can work to make things better for the whole organization.”

O’Grady added that times like the summer are also an ideal opportunity to increase collaboration with other departments within the organization to get a feel for how they operate and how communications can help. This can in turn foster understanding between employees for an increased sense of camaraderie and better morale.

“Talk with other parts of the organization,” she said. “Taking the time to sit with people who might work in marketing or finance to get a better sense of how the entire system functions is a great way to spend slower times that might arise.”

Positive reinforcement

Let’s face it, comms people are generally a busy bunch. But slower times of the year also provide an opportunity to present accolades and praise to employees which go a long way toward fostering a positive culture.

Rachael Matthews, vice president of corporate communications at Group 1001, said that even seemingly small recognition can be a huge step towards positive culture building.

“Sometimes we can be so heads down in our work and we might wonder if what we’re doing is even making a difference,” Matthews said. “But even if it’s a small shout-out from the CEO or other recognition from leadership, these gestures can reinforce just how important employees are to the entire operation.”

Simple actions like asking how an employee is doing over lunch or creating space for them to share their desires for their future careers can fit in really well during a summer schedule and help foster good morale.

“Leaders should take this time to say thank you and make their employees feel valued and appreciated, “O’Grady said.. “It’s so important for leaders to spend any potential downtime on the people who do the daily work to foster future growth — now is the time to make people feel indispensable and part of something larger.”

Sean Devlin is an editor at Ragan Communications. In his spare time he enjoys Philly sports, a good pint and ’90s trivia night.

The post Keeping employees engaged and business moving during summer appeared first on PR Daily.

Mary Olson-Menzel is the founder and CEO of MVP Executive Development and co-founder of Spark Insight Coaching.

In my daily conversations with executives, I hear about their challenges as they confront a rapidly shifting landscape while managing their most important resource: people. Without people, widgets don’t get made, services don’t get delivered and businesses do not run.

Retaining top talent is critical as companies and leaders work through how to achieve commercial goals for the year ahead and beyond. In fact, one result of the tight U.S. labor market is that employees have demanded more empathetic leadership and are getting it. I see in my own coaching work a notable uptick in requests to work on developing more humane leaders and helping them to create workplace cultures that are better at listening and responding to their people.

When leading, it’s important to understand what makes them tick. One size does not fit all when it comes to the individuals who make up your organization. Thus, we must invest the time and attention to develop a deeper understanding of what our employees need most — not only to do their jobs well, but to thrive and to drive the business forward.

So far this year, three people-related themes have emerged as preoccupations among my corporate clients: the ongoing need for flexibility, reimagining meetings and building more tangible corporate cultures. Here are some suggestions for how to tackle these challenges in your own organizations.

Flex first

 Many employees have proven that they can be equally if not more productive working from home. Yet, at the same time, they miss the day-to-day interactions and camaraderie developed when working alongside one another in the same location. As a result, more and more of our clients have designed hybrid work weeks so that employees can enjoy the best of both worlds.

However, to make a hybrid schedule operate seamlessly, parameters and clear expectations need to be set in advance. Best practices from my experience as an executive recruiter, coach and operational consultant include:

• Involve employees in hybrid work model development so they have a stake in the outcome and are invested in the success of the group as a whole.
• Understand that some employees have roles that require them to work onsite. Make sure that the new rules consider their situation and are equitable.
• Accept that hybrid work requires more coordination and set clear communication parameters for both management and staff.
• Provide technology and tech support that helps employees perform efficiently and effectively from wherever they are working.

Meeting mania

The second recurring theme is meetings — their frequency, structure, and length. “Too many meetings!” We hear this every day, even among the best-performing hybrid teams. Post-pandemic Zoom marathons are the norm now and there’s no time left to address actual deliverables.

In a recent study conducted at Microsoft, researchers confirmed exactly what we are talking about: Back-to-back virtual meetings are stressful, and long-term detrimental to brain health. The findings also support our simple remedy: take short breaks. “Our research shows breaks are important, not just to make us less exhausted by the end of the day, but to actually improve our ability to focus and engage while in those meetings,” says Michael Bohan, senior director of Microsoft’s Human Factors Engineering group, who oversaw the project.

So, how do you keep others engaged when you might be catching them preoccupied or at the end of their work day? Step one is to know your audience. As you review your calendar, ask yourself who you are meeting with, what their priorities are, and how they best receive and process information. Second, get creative about the structure and length of your meetings. Do you really need to have a 30-minute meeting or will 15 suffice? Have you tried having a standing meeting? They tend to wrap quickly and keep everyone more focused. Meeting agendas, talking points, and templates also help to facilitate and move the conversation along to a productive outcome.

Cultivate culture

Organizational culture is the shared values, beliefs, and practices of an organization. It’s how members of an organization view their work, their colleagues, and themselves. A sense of community and the feeling of belonging are vital in the workplace. Culture is what motivates your people to come to work (to an office or via a screen) and it’s why people will stay at an organization.

Is your internal employee brand as strong as your external brand? Are you, your executives, and your staff living in the core values of the organization? A simple cultural assessment can really shed light on this question.

Culture is ever-changing and shifting and we want to make sure we are creating a culture of acceptance, equality, and performance in order to shift as the workforce needs are shifting.  What was considered a great culture in 1990 might not be considered a great culture now.  Therefore, we must constantly strive to create a culture of excellence in whatever business we are in.

A suggested group exercise with a few questions that my colleague, Mel Shahbazian, and I ask when creating a leadership signature and creating a culture of excellence starts with alignment of the following:

What is your North Star: Think of this as your top leadership declaration. What is the essence of who you are as a leader and as an organization?

What is your Mission: Your mission should be big-picture, long-term and meaningful. Something that people can imagine and hold on to.

What is your Goal: This is more benchmark oriented, less about values, and more about the bottom line. Actionable and trackable.

What is your Values Proposition: Prioritize the top values that you hold dearest in your role and on your team. What lights you up?

What is your Promise: What is the promise you offer to your employees and your clients/customers?

What is your Mantra: What do you say to yourself and your team every day to ensure that your culture and your words are inspiring?

According to Simon Sinek: “A culture is not invented. A culture constantly evolves … which is why it must be nurtured.”

Nurturing a culture is not only from the top down, it can be driven also from all levels of the organization. Learning from one another and taking best practices from top-performing employees can be helpful in creating a winning culture.

The post Steps to creating ongoing workplace success appeared first on PR Daily.

To all my communicators out there – please stop me if you have heard this one before – “we would like our CEO to do more, but they just don’t value PR and communications.”

This way of thinking – by both the communicator and their executive – creates a roadblock and makes it difficult to take advantage and participate in top-tier media interviews, speak at major conferences, build employee morale at town halls or create a strong corporate narrative.

When looking to dive deeper on how to get executives to buy into the importance of consistent communications, I reached out to Greg Jenkins, who previously served as the deputy assistant to President George W. Bush.

Since serving in the White House, Jenkins has worked for large communications firms, led communications for Alibaba and now serves as the principal of North Bay Strategies, where he focuses on executive coaching and helping big brands like Visa, Nike, Uber and the Los Angeles Dodgers.

Why consistent communication matters from the top

Very few executives fully grasp the true value of effective communications. More experienced CEOs view communications simply as the “cost of doing business,” as Jenkins puts it. On the flip side, many younger founders and CEOs see it as a way to elevate their personal brand – not necessarily just their company’s mission.

As someone who has worked on White House messaging, Jenkins claims that no one values communications more than the president of the United States.

When Jenkins shares that, he often receives pushback from his clients who tell him, “but the President doesn’t have to promote products or speak on behalf of a company.”

While it’s true that there is a difference between the president of the United States and a corporate CEO, the president’s communications strategy does impact how each American describes their country. If the messaging is inconsistent and there is division among country leaders, both national pride and the country’s perception globally is damaged.

In the same vein, inconsistent corporate messaging does have a negative impact on your company’s internal culture and external appeal.

“Consistent communication throughout the entire organization is critical. It is why clients keep coming back and it also plays a big role in recruiting and retaining talent,” Jenkins said.

“Whether you like it or not, every employee is a brand ambassador. While you have a set number of people who are allowed to speak to media, everyone is going to talk about where they work, what they do and what their company is all about,” Jenkins added. “Without consistent communications, what will they say?

Your first step to creating a consistent communication plan

Once your executive understands the value of consistent communications, the initial reaction is usually to do more – more media interviews, more conference keynotes or more town halls. But Jenkins recommends that the first step should be determining what to say and how it can help the company.

“To get started, the most useful thing to pitch [to your executive] is narrative development – not media training,” Jenkins said. “To get them on board, I would tell them; ‘our executive communications are pretty good, but it can be even better. Currently, our leaders are doing their communications in silos. We can let it go, and keep it as it is, or we can come together and speak in one coordinated message to the market.’”

When developing a new corporate narrative, Jenkins starts and ends with the CEO. In between, he interviews the leadership team and other key stakeholders. By taking this approach, he finds that it further commits executives to the narrative and it ‘exposes daylight’ where the leadership team is communicating inconsistently.

Once you have aligned on a consistent, repeatable narrative, then it is a good time to get that media training. And one of the first steps in that training, which gets additional buy-in from executives, is sharing examples of the best communicators – ones like Steve Jobs, Howard Schultz or Bob Iger. But Jenkins also shows less obvious examples like Charles Schwab.

“When I show the less obvious examples, I will be told that this isn’t a narrative or a good story,” Jenkins said. “However, when I breakdown the components of the story, the process that underlies it, why it is a good story and why it matters – it clicks.”

And once “it clicks” – both in understanding the value and how to tell the corporative narrative – your executive would be much more prepared. Now, is the time to do more.

Adam Kiefaber is a global communications director at FIS, a Fortune 500 company focused on creating innovative technology for merchant, banking and investment clients. Previously, he spent nearly 10 years in journalism working for The Cincinnati Enquirer, The Cincinnati Post and CNN. Follow him on LinkedIn.

The post How to create consistent executive communications appeared first on PR Daily.

Being a manager isn’t always the easiest. Not only do you take directives from the top of the organization, but you also need to be able to communicate those ideas and tasks to your reports in a style that resonates with your team and still makes sense in the grand scheme of the company mission. Much of a manager’s job is getting the right message across. That said, there are a few key approaches to keep in mind when you’re considering the strategies behind the way you communicate in the new year.

Constructive and open communication is critical

When you’re managing a group of employees, it’s particularly important to be aware not just of what you say, but also of how you say it. Whether you’re in times of change or business as usual, your reports will continue to rely on you for guidance on projects and general information about how the company is doing. A manager with good communication skills will provide positive, constructive feedback to employees while also keeping them informed as to the goings-on at the organization.

In addition, this air of positivity should inform your open style of communication with reports. Be sure to inform your reports of your open communication policy and define the parameters of what that means (when you’re available, at least). If you make time to listen to the concerns of your reports, you have valuable data about employee experience that you can share with company higher-ups and work to foster real, lasting change in your organization.

Be honest

In your primary school days, you probably heard the phrase “honesty is the best policy”. Simplistic as it might seem, this is extremely important when conveying information to others. There are few basic rules you can follow to ensure that you’re always putting the truth first.

To start with, if you don’t know the answer to a question one of your reports asks, just say that! Don’t speculate or spin a yarn; if you don’t know, it’s alright to say so. Just say that you’ll do your due diligence and report back. If you start giving information without having the whole story in place first, you stand the risk of sharing untrue or incomplete information, and that serves no one’s best interests.

Additionally, be sure to deliver sensitive information in both a timely and compassionate matter. Whether it’s talk of a pay freeze or less-than-ideal feedback on a project, a great manager will choose their words and how they’re delivered with care, as there’s not a one-size-fits-all situation in manager communications.

Actively listen — and adjust your approach accordingly

There’s been much talk over the last few years about the value of active listening when it comes to workplace communication, and for good reason.

If you want to know what your reports are up to at work or how they’re feeling in the role, you need to listen to them. But this practice takes on extra importance as a manager since you’re taking information from both the c-suite and your reports.

When taking direction from those who are running the show, be sure to focus on how your team’s accomplishments speak to the larger mission of the company. This requires you to be attentive and listen to the experiences and the needs of the people who report to you on your team.

Do you need to adjust a meeting schedule to accommodate a team member? Are the processes you have in place to be in touch with your team accomplishing what they need to? If you’re not sure, just ask! Your reports are a valuable source of information that can help you become much better at communicating about your role.

With the new year on the horizon, it’s the perfect time to take stock of how we can do better in our jobs in the new year. For all you managers out there, let’s make 2023 a time to improve at how we can communicate about the work we’re doing to our coworkers — no matter how big or small the team is.

Sean Devlin is an editor at Ragan Communications. In his spare time he enjoys Philly sports, a good pint and ’90s trivia night.

The post How to refine your manager communications appeared first on PR Daily.

The past few years have had our heads spinning in so many ways. Now, despite a labor market where demand still outpaces supply, continued inflation is stoking fears that a recession may be coming. And most of us know that negative economic growth often leads to hiring freezes or layoffs.

Some leaders that we work with are revisiting 2023 plans to reexamine whether new headcounts are critical, whether significant capital expenditures can be delayed and if contracts can be renegotiated. Overall, they are proceeding with caution and feeling the pressure to deliver — or over-deliver — on key KPIs, while keeping their teams focused and optimistic.

But not all of the news is doom and gloom. “We’re still seeing hiring; we’re still seeing growth,” Insight Global CEO Bert Bean said in a recent Forbes article.

Bean continues to say that, “During a recession, all the nonsense gets stripped away. This is as true in our personal lives as it is at work. Recessions give you a great excuse to focus on the things that really matter.”

We have been through this with the pandemic and we are more resourceful and resilient than ever. This is true, especially for communicators who have been on the front lines ever since.

Regardless of what’s ahead, as the past few years have taught us, we still must prepare for anything that comes our way. So, how can you best navigate what’s ahead to ensure that you are doing all you can for yourself, your teams and your organization?

I believe that we can still keep our eye on cultivating great work, proactively protecting ourselves and our roles in the organization, and keeping our teams motivated along with doing what we need to prepare and be ready for anything with these simple steps.

Protect your role and your team:

• Ramp up cross-functional communication and collaboration to demonstrate that you are driving efficiency and organizational effectiveness.
• If you notice your boss is stressed, ask how you can help them. You’d be surprised how much it matters when direct reports raise their hand to do more and offer to help ease pain points that arise.
• Create opportunities for growth and development within your teams (coaching, learning, training — there are many ways to do this without using too much of your budget)- It will keep them positive and engaged while also helping to retain your talent.
• Get creative and look for ways to drive alternative revenue streams — or savings and efficiencies — for the organization.
• Make sure your team’s 2023 goals and priorities are fully aligned with the CEO and the board’s so there’s no doubt your efforts are supporting the business and contributing to the company’s financial goals.

Protect yourself, just in case:

• Make sure your resume and LinkedIn profile are up to date.
• Tend to your network — keep it robust and meaningful.
• Look for thought leadership opportunities on LinkedIn — share your insights on events and news related to your area of expertise, write an article on a timely topic; and, become a more active participant in relevant conversations going on there.
• Look for additional opportunities to be seen as an expert by speaking on panels, offering to moderate at industry events or even creating a podcast.
• Think strategically about if and where you would like to work next by creating a target list that I call the 3 Ps: The Prospects, Pivots, and Passions.

Here’s a video to help you navigate this.

Most of all, stay positive and future-focused. All of the above are good practices for you, whether the economy is soaring or sputtering. Putting in a little extra effort now to keep your skills fresh and your name in front of people is always worth it and can mean the difference between feeling confident or fearful about what’s ahead.

As Bert Bean observed, recessions “give us the chance to learn how to patiently wait on the right outcomes. We learn a lot about ourselves in the process.”

You got this.

Mary Olson-Menzel is the founder and CEO and Founder of MVP Executive Development and co-founder of Spark Insight Coaching.

The post How to lead your team through a recession appeared first on PR Daily.

Ragan’s Communications Week 2022, held Nov. 1-7, was overflowing with takeaways to inform the communicator’s 2023 playbook. Peer-to-peer conversations were abundant during this important industry week, which included the Future of Communications Conference in NYC.

CommsWeek Co-Chairs Diane Schwartz, CEO of Ragan, and Tiffany Guarnaccia, CEO of Kite Hill PR and founder of CommsWeek, share their top gleanings from the week:

Diane Schwartz, CEO, Ragan Communications

Guarnaccia: Congratulations to Ragan on a fantastic Communications Week. One of the big takeaways from me was the power of storytelling. Now more than ever, the best communicators are storytellers. Some of the sessions touched on how to make sure your story is worth telling internally and externally. The world’s best communicators know that employees are our number-one brand advocates. We need to engage them.

Schwartz: So true. And it should go without saying, but I’m saying it: transparency with employees is critical. We heard from so many speakers that employees can handle bad news better than uncertainty. Communicate early and often, and when it comes to storytelling – don’t be boring!  A popular tweet during Communications Week was that storytelling is data with a soul. I love that. Tiffany, what else struck you during the Future of Comms Conference?

Guarnaccia: Measurement is an evergreen topic that emerged again at Communications Week 2022. We are constantly evaluating new strategies and emerging communications channels and the new measurement techniques. When thinking about the value of PR, many communicators are rethinking what that means. Some agency leaders, like the president of MikeWorldWide, Bret Werner, pointed out that we need to rethink top tier. Traditionally, when you think of top tier, you think of outlets like the WSJ, CNN or NY Times. Today, a placement on a key blog or a mention on TikTok could attract the right audiences and drive results, especially for consumer brands.

Schwartz: Back to internal communications for a second, I find this stat from one of our sponsors Staffbase rather illuminating: 75% of internal communicators spend the majority of their time “getting stuff out” – this underscores how communicators must move from order taker to strategist. They need to Meet the Moment – the theme of this year’s CommsWeek – and make sure they’re spending more time on strategy beyond their own department.

Guarnaccia: So true, Diane. They need to be more fluent in the business. This is an area Ragan promotes heavily to its audience.

Schwartz: Yes, business fluency is one of the most important competencies of comms leaders – understanding how your company operates, what drives the top and bottom lines. You can take small steps like spending time with your CFO and asking questions that might take you out of your comfort zone but will put you on the right footing as a business partner.

Tiffany Guarnaccia, CEO, Kite Hill PR

Guarnaccia:: CommsTech was another hot topic and it will grow in importance. I touched on this in my session. We addressed the new comms tech stack and the importance of embracing agility. We need to be agile in theory and in practice. Successful comms programs require a high degree of agility and ability to pivot quickly based on the news cycle or in response to a crisis. At Kite Hill PR we leverage a workflow that models agile development. It was interesting to see that some attendees are taking a similar approach and adding project management software platforms to their own comms tech stack.

Schwartz: I enjoyed moderating a session with Chief Communications Officers from Dow Jones (Jennifer Thurman), US Chamber of Commerce (Michelle Russo) and Columbia Business School (Amy Jaick). Amy pointed out something I think all communicators should keep in mind, which is that some of the best comms strategies are invisible. The absence of crisis and chaos, the story that didn’t run, the CEO that didn’t have to take the hot seat — these are to the credit of savvy communicators.

Guarnaccia: I completely agree with that statement. Investing in a continual human-powered effort to build trust and maintain and enhance a corporate reputation is critical to a business’s long-term success.

Schwartz: During Communications Week, there were a lot of ideas shared and curiosity around the role of Comms in ESG (Environmental, Social & Governance) efforts. I thought Catherine Blades Hernandez of SAIC said it best during the fireside chat when she said ‘ESG is a way to show your trust is earned.’”

Guarnaccia: No better role in an organization than Communications to lead the way.

Schwartz: That’s a great way to cap off this conversation, Tiffany!

Mark your calendars for Communications Week 2023 the week of Nov. 6-10. Go to www.commsweek.com for early updates.

The post Storytelling, business fluency, employee comms among top lessons of CommsWeek 2022 appeared first on PR Daily.

The communications function is at an inflection point, as an endless deluge of social and political issues along with increasing employee comms concerns have illuminated the value of communications to the C-suite.

With that in mind, Ragan Communications partnered with research consultancy HarrisX in the fall of 2022 to understand how CEOs and communications leaders view each other’s roles and responsibilities, what they value most, and when they believe responses to public policy issues are necessary.

The survey was conducted by Ragan and HarrisX from Oct. 11-24 within the U.S. among 360 CEOs and other high-ranking senior communicators.

Asked where comms adds the most value, CEOs ranked “executive communication” at the top (14%), underscoring how crucial communicators are to helping them shape and refine their voice.

While CEOs ranked ‘employee communications’ as the second-most valuable function (9%), other comms leaders considered it the most valuable function (13%), which emphasizes the increased role that communicators play in employee engagement.

CEOs also considered investor relations (8%) and ESG (6%) as valuable communications functions, though they didn’t even crack other communications leaders’ top five.

Download the HarrisX-Ragan Key Findings Report here.

The post Here’s where CEOs see comms adding the most value appeared first on PR Daily.

This summer, my colleague, Mel, and I had the pleasure of spending time in Miami with communications leaders from across the country. Once again, we were struck by how these leaders have been thrust into the spotlight in the past few years due to reasons such as the COVID pandemic, social justice issues and the war in Ukraine, to name a few.

One of our key takeaways was that there are now abundant opportunities for communications executives to be out front with a deeper sphere of influence. For some, these prospects are exciting and for others, who are more comfortable working behind the scenes to help others shine, they can be daunting. Either way, your seat at the table is well-deserved and there are ways to embrace greater visibility and influence while still being authentic to your leadership style.

Helping others help you

Leaning into a leadership role comes with unforeseen opportunities and challenges, including bandwidth, budget and staffing. Doing “more with less” has become the mantra of corporate America. Therefore, we encourage you to look over the fence and take advantage of cross-functional collaboration in order to get the most out of the organization’s resources while creating space for you to grow.

The most natural partners for communications departments are often marketing (from an external communications perspective) and human resources (from an internal one). Forging deeper partnerships with these groups will be helpful in connecting the messaging around corporate purpose and mission with the practical execution of go-to-market strategies. The added perspective and insights from these fellow stakeholders adds more texture to the resulting messaging, content, and brand experiences, and deliver richer emotional connections and deeper understanding to a broader range of audiences. It takes a more coordinated effort on all parts, but it’s worth it to make the magic happen.

To summarize, cross-functional collaboration helps to:

• Create a sense of shared purpose, responsibility, and empathy
• Facilitate innovation and knowledge-sharing
• Increase team productivity and performance
• Share the spotlight so that everyone’s contributions are recognized

So how do you make this happen? Meeting regularly with your departmental peers must be a priority. By establishing a meeting cadence and committing together to a plan of action, the organization’s goals will be met and everybody wins.

Other ways to operationalize collaboration include breaking down silos with empathy-building exercises. What does it mean to walk a day in the shoes of marketing or HR? Hold “no bad ideas” brainstorming meetings every quarter to foster new ideas that drive collaboration and reinforce a shared sense of purpose. Align your objectives and key results (OKRs) with leadership and make sure every team member knows what they are. Keep them posted on your achievements and measurable progress — this can be done in whatever way you choose that makes sense for your organizational culture. It helps to do this on a regular basis in order to keep the lines of communication open and make sure everyone is on the same page at all times.

One example from our client, a fast-paced tech company in the Midwest, that is doing it well:

They have very aggressive initiatives set by the CEO and things tend to change direction at lightning speed. The deliverables are ambitious and exciting and sometimes even a bit overwhelming.

There is a lot to be done by this group of exceptionally talented communicators, creatives and marketers. It is only through open communication and effective collaboration that they are able to meet the demands put on them on a daily basis. We meet with them regularly to make sure that their leadership is aligned and there is shared awareness of the vision. We have created templates for conversation design with other departments. This requires both time and effort, but they know if they are not aligned, there is potential for things to get off kilter quite quickly.

They understand that it’s not only important to collaborate with each other but also to understand the importance of regularly bringing in sales, HR and IT to help them. In fact, the last time we were with them at their HQ, we had the chance to meet the head of sales when she came into one of our leadership sessions. She sat with us and the whole department for the afternoon in order to understand the specific initiatives and goals that they had going on at the time.

This client realizes the value in having other departments to help lift you up and support you as peers and colleagues. They know that it is only together that they can achieve greater goals and climb the mountain.

It’s not always easy to stay in alignment with all of the moving pieces and different personalities, but they are committed to their goals — and to each other. They are constantly striving to make each other better and to reach higher than they ever imagined was possible.  The deep care that they have for one another and for the company mission is palpable when you walk through the halls of their offices.

Together, you can achieve more and go farther than you ever thought possible. When you see the results of authentic collaboration done right, you will realize, it’s worth the effort and the time!

Mary Olson-Menzel is the founder and CEO of MVP Executive Development and co-founder of Spark Insight Coaching. 

The post How to break silos and help others help you appeared first on PR Daily.

One of the hardest parts of business communications is getting more attention as layoffs increase amid an uncertain, seesawing economy. And these communications are no longer the internal affairs they once were. They’re almost certain to be leaked, scrutinized and considered by both your existing staff, job seekers and even potential customers and clients.

The cost of a misstep is high, both in terms of the human cost and the business cost.

Let’s examine some recent layoff statements and learn what we can from the best and the rest.

Robinhood

Robinhood’s CEO and co-founder, Vlad Tenev, took a more employee-focused approach and wrote a blog post explaining the specific departments the layoffs would affect and taking personal responsibility for the over-hiring that led to this moment:

I want to acknowledge how unsettling these types of changes are. We often talk about our mission to democratize finance for all, and one of the most cherished aspects of Robinhood is the teamwork and camaraderie involved in working towards our mission — together. I feel incredibly privileged and fortunate to have the opportunity to build with all of you.

Last year, we staffed many of our operations functions under the assumption that the heightened retail engagement we had been seeing with the stock and crypto markets in the COVID era would persist into 2022. In this new environment, we are operating with more staffing than appropriate. As CEO, I approved and took responsibility for our ambitious staffing trajectory – this is on me.

He also explained the resources that employees would be offered to laid-off workers:

Everyone will receive an email and a Slack message with your status – with resources and support if you are leaving. We’re sending everyone a message immediately after this meeting so you don’t have to wait for clarity. Departing Robinhoodies will be offered the opportunity to remain employed with Robinhood through October 1, 2022 and receive their regular pay and benefits (including equity vesting). They will also be offered cash severance, payment of COBRA medical, dental and vision insurance premiums and job search assistance (including an opt in Robinhood Alumni Talent Directory).

Each impacted Hoodie will be able to schedule time with our people team to discuss their specific situation live. We know that this news is tough for all Robinhoodies, and we are also offering wellness support to those who would like it.

Tenev’s blog post leads with an empathetic expression that reframes a dark chapter in the company’s history as an opportunity to reinforce its culture, values and mission. Tenev’s sense of personal responsibility for the poor decision to over-hire adds a seldom-seen degree of accountability to the message that demonstrates those values.

By going deeper into the logic behind how employees were informed, Tenev also offers a rare insight into how change communications can be shared with wellness front and center that’s worth emulating.

‘The crying CEO’

You’d probably never heard of HyperSocial or its CEO, Braden Wallake, until recently. You still may not know his name. You may instead know him as “the crying CEO” after he posted an emotional selfie to LinkedIn along with a post announcing layoffs.

Wallake tried to react in a human way and took responsibility for this unfortunate outcome — good rules of thumb for any CEO. However, he made the post entirely about him and his feelings, and how the loss of jobs affected him.

Now, to be fair, this is not a traditional job layoff memo. It’s a personal LinkedIn post. Even so, it strikes a discordant note that centers the CEO and relegates those who were laid off to background characters in his own drama. If you’re writing your own reaction to a layoff, but you still have a job, remember that it isn’t about you. Keep the focus on those who are affected.

Wayfair

The layoff letter from the online furniture retailer stands in stark contrast to the previous post from HyperSocial. CEO and Co-founder Niraj Shah’s letter takes responsibility without making it about him and his feelings.

I take responsibility for the impact this decision will have on the nearly 900 Wayfairians who will be told today they are no longer a part of building our company’s future. The individuals being impacted have not only made tremendous contributions to the company as colleagues but have enriched us all as our partners and friends. We’re grateful to have worked alongside them, and we will strongly support our colleagues in their next endeavors.

The memo also clearly lays out who will be affected and exactly what the process will be for those who are being let go, including specific severance details, as well as information about next steps for those who will remain at the company. All of this can help reduce anxiety during the waiting process.

The act of posting the letter on their website in full is also a strong act of transparency. If it’s going to leak anyway, get ahead of it and share your messaging.

Ford

The automaker announced this week that it would lay off about 3,000 people, mostly white-collar workers. Internally, the move was announced in a memo that promptly leaked.

The memo begins by nodding to the brand’s history, dating back to the Model-T before acknowledging that what has guided them in the past no longer delivers needed results.

We committed to sharing information as decisions are made along the way. As we tackle all aspects of costs – from materials to those related to quality – we are informing some Ford teammates this week in the U.S., Canada and at FBS in India, that their positions are being eliminated. Overall, we are reducing our salaried workforce by about 2,000, as well as reducing agency personnel by about 1,000. These actions follow significant restructuring in Ford operations outside of North America over the past couple of years.

The memo succeeds because of its clarity: It explains why costs are being cut, how they’re being cut beyond personnel, and exactly who it will affect.

It also doesn’t lose sight of the human cost, while also explaining how the organization will support those who will no longer have jobs:

None of this changes the fact that this is a difficult and emotional time. The people leaving the company this week are friends and coworkers and we want to thank them for all they have contributed to Ford. We have a duty to care for and support those affected – and we will live up to this duty – providing not only benefits but significant help to find new career opportunities.

It’s a solid mix of business-focused pragmatism and human-centric compassion, which are the most important keys in any layoff communication. Outline action, mourn what’s lost and look to the future.

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While authenticity is commonly discussed in the communications profession, most companies have yet to realize the profound impact authentic leadership, corporate transparency and “real” branding can have on their teams and businesses.

At its core, authenticity is the promise of being true to oneself, communicating openly and stripping down layers to build strong, trusting foundations with those around you. It means accountability, allowing space for vulnerability, and encouraging open and honest conversations that permit feedback and progress. When channeled appropriately, authenticity can have immense impact on company operations, team morale, productivity, customer satisfaction, sales, company growth and more. It also fosters psychological safety, empowering people to operate at their optimum levels with enjoyment and increased productivity.

The premise of being true to oneself starts with an individual. From there, progress can be made toward a transparent environment — one that supports radical candor and building a real, sustainable brand. Here are four ways to channel authenticity for organizational (and personal) growth.

Personal authenticity

Regardless of the organization or setting, personal authenticity -– one’s individual why, how and what — leads to increased self-awareness. Having a deep understanding of your strengths, aka, superpowers and passion points can lead you to inspiring work and career fulfillment. Yes, career fulfilment exists and it’s marvelous.

People do their best work when they are genuinely interested in the role, their goals, and when tasks align with their mission, vision and abilities. When we get to channel our unique superpowers and do work that matters, we create momentum. The outcome not only supports the individual but enhances the entire organization.

People with heightened self-awareness are also known to be better leaders, which brings us to the next pillar: authentic leadership.

Authentic leadership

Managers often underestimate the importance of leading with their hearts AND their minds. Sadly, many managers attempt to command respect by putting on façade to intimidate and control their direct reports and those around them, rather than showing vulnerability and creating trust. Vulnerability is a strength and the ability to show up in a real, genuine way, fosters an environment where challenges are solved, tough conversations take place, and solutions are found versus frustration. And isn’t there more beauty, success and fulfillment when one can inspire greatness over demanding it?

Authentic leaders also put organizational goals ahead of their self-interest or ego and admit when they don’t have an answer. This creates organizational accountability, helping propel the company to the next level.

Transparent culture

Organizational transparency fosters collaboration and alignment. In a transparent environment, people understand the why, the vision, company goals and ways their role and unique abilities play into the bigger picture. Employees are also able to have direct conversations, providing genuine feedback without the fear of repercussion. Clear expectations are set, and challenges are discussed openly.

It’s important to note that a transparent culture starts with vulnerable and authentic leaders. You can’t ask people to be genuine and vulnerable if the management team doesn’t subscribe to this philosophy. Authenticity must come from the top, or it won’t be consistent or genuine, and employees can see that.

Things change rapidly, especially in today’s environment — new employees, new customers, new dynamics. What shouldn’t change is how transparent you are when it comes to your vision and communication — no matter what.

Authentic  brands

Branding creates a public perception of a company – it is largely how businesses communicate with their stakeholders and differentiate themselves. A great brand will be familiar and consistent even as time passes and products evolve.

For internal teams, their company’s brand can serve as a rallying cry; externally, branding is leveraged to form connections, compete, increase sales, attract employees and much more.

Like authentic leaders, authentic brands do as they say and say as they do. They have a brand promise that must be met or else stakeholders will lose trust with the organization. A brand that considers themselves sustainable, for instance, should have sustainable practices in place.

It’s also imperative for brands to be clear and consistent with their branding, as confusion can cause a stakeholder to lose interest and move on to competing brands. In addition, a brand breaking its promise – which can come in many shapes and sizes – may create the need for crisis PR execution.

Admittedly, 100% authenticity attainment is not feasible. It is hard to do anything 100% of the time. But if we all start considering authenticity when mapping out values and goals, making decisions and communicating with others, we’ll see the huge impact it can have on our companies, as well as in our personal and professional lives.

Anna Crowe is founder and CEO of Crowe PR. 

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