CEO guidance, DEI and AI top agenda.
PR professionals are heading into another year of rapid change. AI is reshaping workflows. Political pressure is testing CEOs. And teams are being asked to do more with less.
For the Public Relations Society of America, the focus in 2026 is to help communicators navigate that pressure without losing trust.
“It’s a marathon, not a sprint,” said Heide Harrell, PRSA chair. “The challenges that we’re facing didn’t happen overnight. And they’re not going to be fixed overnight. But we have a plan. And we know where we need to be headed.”
This plan centers on guiding leadership through political and reputational pressure, ethical AI practices and advancing diversity in the profession.
Advising CEOs through hot-button issues
Corporate leaders and organizations are facing growing scrutiny over when, and whether, to speak on political or social issues, Harrell said.
This year, PRSA wants communicators to feel more prepared to guide CEOs through those decisions thoughtfully, which is how Harrell said the organization has approached the topic amid mounting pressure from some members.
“As a professional association, PRSA is thoughtful and measured in its responses,” she said. “The organization does not routinely weigh in on partisan politics. Instead, it speaks when issues directly affect the practice of public relations, ethical standards or the ability of communicators to do their jobs responsibly.”
She pointed to comments from Doug McMillon, the outgoing CEO of Walmart, who recently discussed with WSJ how leaders think about speaking out.
“It’s not about whether you speak out or not,” Harrell said. “It’s how you’re addressing the situation as an organization.”
Understanding how employees are feeling and recognizing the emotional weight of the moment before making external statements is extremely valuable.
“We want to give our members the tools and resources they need so that when they are faced with myths and disinformation, they can have that seat at the leadership table and advise on how we need to address that,” Harrell said.
But the organization’s emphasis remains on transparency and alignment with organizational values, she said.
“If your voice isn’t going to change policy, then what is the end game? What is the long-term impact?” Harrell said.
Continuing emphasis on DEI
PRSA is also trying to advance DEI within its membership and leadership ranks, even as some organizations nationwide shift how they talk about those efforts or abandon them entirely.
“We want a diverse membership and we’ll continue to push for it,” Harrell said. “We want people to be able to see leaders that look like them.”
PRSA is bringing people with a wider range of backgrounds and perspectives into leadership, speaking roles and event lineups for conferences, panels and other programming, Harrell said.
They’re also providing more DEI education and practical resources to members, such as toolkits, best-practice guides, webinars and workshops that will help communicators learn how to apply DEI principles in their work and workplaces.
“We want to elevate our diverse voices and create pathways for them in the profession,” she said. “So they’re not the only ones in the room anymore.”
AI is accelerating. Trust still leads.
PRSA recently released the second version of its ethical AI guidance, updating earlier standards to reflect how quickly the technology is evolving.
It also has more practical takeaways with sections on disclosure protocols, responsible use and bias, human-in-the-loop requirements and regulatory updates.
PRSA will also offer more webinars and ethics-based frameworks this year to help members respond to misinformation, AI-altered images and politically sensitive scenarios, she said.
“It can support our work, but it can’t replace human judgment,” Harrell said.
Minding mental health
Harrell acknowledged the personal strain communicators are feeling right now. Departments are shrinking as expectations are growing. This isn’t going to change anytime soon, she said.
“Burnout is becoming a real problem in the profession,” she said. “When teams are smaller but the work doesn’t slow down, stress can build quickly,” she said.
And when people are exhausted, mistakes happen more easily. It’s critical to take mental breaks, slow down and reduce stress, even if it’s just for a few minutes at a time to step outside, she said.
The organization is connecting members through more peer-to-peer mentoring and opportunities designed to reduce isolation and create stronger support systems for its members, Harrell said.
“We’re always expected to be on,” Harrell said. “We also have to take care of ourselves. Our mental well-being is just as important as our physical.”
Courtney Blackann is a communications reporter. Connect with her on LinkedIn or email her at courtneyb@ragan.com.
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