What today’s comms leaders are doing to prepare for tomorrow’s challenges.
Communicators don’t have the luxury of tackling one challenge at a time anymore.
Rumors can spread before companies know they exist, while AI is reshaping content creation and crisis planning. At the same time, employees want more clarity from leaders and fragmented audiences are making traditional media alone less effective.
In other words, there’s a lot going on.
These shifts are changing what comms leaders prioritize and where they invest their time. They’re also central to the conversations at Ragan’s Future of Communications Conference in Austin this fall, where speakers will discuss how organizations can prepare for this evolution in more practical ways.
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Here are three priorities some of our speakers expect to shape the next chapter of the profession.
- AI can help prepare for crises before they happen.
AI has become a routine part of communications work, but it will soon play a larger role in how teams prepare for a crisis.
Danielle Grossman, director of communications at the Houston Livestock Show and Rodeo, said AI will regularly help communications teams stress-test messaging, anticipate tough situations and identify vulnerabilities before they’re exposed publicly.
“AI won’t predict your next crisis, but it can absolutely help you prepare for one,” Grossman said.
This is good news for comms teams, but it’s not a magical solution in determining how organizations should perform when a crisis hits.
As misinformation spreads faster online, organizations with strong relationships already in place are often better equipped to respond, Grossman said. Communicators should focus on building trust with employees, media and their communities long before they need their support.
“Your reputation during a crisis isn’t built in the first hour,” she said. “It was built months or even years before. Crisis communication isn’t just about writing the perfect statement. It’s about creating systems, building confidence and preparing your team to respond quickly, thoughtfully and with credibility when every minute counts.”
Crisis response also depends on clear roles, practiced processes and teams that are confident making decisions under pressure, she said.
- Media strategies should be built around where audiences hang out.
The media ecosystem has been fragmented for a while, but this doesn’t mean comms teams necessarily need to show up everywhere.
Many organizations are becoming more intentional about identifying the audiences that matter most and where they’re spending time.
Jenna McMullin, chief communications officer at Lockheed Martin, said her team has shifted toward a more audience-led approach.
“That means identifying the specific communities that matter to our business and reaching them through the channels and voices they trust,” McMullin said.
To support this idea, Lockheed Martin has brought together earned media, social media, thought leadership, digital comms and paid media around the company’s shared business priorities, she said.
The team starts by identifying its strongest stories and then decides which combination of channels can most credibly deliver those messages.
“The goal is not to chase every new platform or try to be everywhere at once,” McMullin said. “Instead, we’re focused on building a deliberate, targeted and measurable ecosystem so we can meet audiences where they are.”
It’s a tactic that reflects a greater shift across communications as brands rethink media strategy around communities instead of just reach, she said.
- Trust helps organizations navigate constant change.
Communicators are also playing a larger role in helping employees navigate ongoing change.
Kristie Stegen, chief brand and communications officer at Cotality, said this work has to begin way before a major announcement.
“The most important thing you can do is ensure that you’re consistently building trust through transparency and empathy in all of your communications,” Stegen said.
Whether organizations are introducing AI tools, restructuring teams or responding to outside events, employees expect clear, consistent communication from leadership every step of the way, she said.
“If you have already established trust and mutual respect, and your culture is healthy, your employees will be better equipped to navigate uncertainty and change alongside their leaders,” Stegen said.
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