Caitlin Leopold of Honeywell shares one of the most valuable things you can do as you’re becoming a leader.
Caitlin Leopold, senior director of external communications at Honeywell, leads the company’s external communications, overseeing global crisis, financial and corporate communications at moments when clarity, calm and credibility matter most. With over 15 years of experience guiding organizations through complex reputational challenges, Leopold is recognized for bringing strategic precision and steady leadership when the pressure is on.
Before joining Honeywell, she held senior communications roles in the chemical industry at W. R. Grace and ARLANXEO, where she sharpened her expertise in navigating high-stakes issues in highly regulated environments.
Beyond boardrooms and crisis playbooks, Leopold is a communications leader who believes composure, curiosity and a little humor go a long way, especially when things get tough.
Looking at the reputational moments across your career, was there one experience that really changed how you lead during a crisis?
No two crises are ever the same, so to this day, I continue to adapt my approach to reacting, responding and leading in crises. However, I distinctly remember the first time I was placed in the leadership seat for a crisis. It wasn’t a headline-making situation, but my brain definitely did not get that memo as I sat in the “first chair” — equal parts nerve-wracking and exciting. I realized quickly that leadership in a crisis isn’t about having all the immediate answers: it’s about creating calm, building trust and guiding everyone forward.
What helped you cross that line from communicator to trusted advisor with the C-suite?
It truly comes with time and experience at the table, whether you are leading or supporting crisis communications. Being a communications leader is challenging in any situation, but leading during a crisis, when tensions are high and the media is knocking on the door for answers, is an entirely different level. No amount of practice or drills can truly replicate the reality of that moment.
Finding and defining your voice takes time, but every experience adds to your confidence and credibility. Presence plays a huge role in that. If you’re not in the leader’s seat yet, one of the most valuable things you can do is observe. Watch the seasoned leaders you admire, especially in times of tension, and take note of how they show up, communicate, and steady the room. Then, start emulating those behaviors until they become your own.
Lots of teams have crisis plans, but using them under pressure is a whole different story. What’s the gap you see most often between the plan and the reality?
It’s often the process details that get overlooked when preparing for a crisis. In a drill, it’s easy to say you’ll draft an external statement and respond to the media, but in reality, there’s much more involved. How will you get the latest, most accurate information? Who needs to review and approve the statement before it goes out? And what’s your backup plan if those people aren’t reachable? The key is having a clearly defined workflow for every communication, from drafting the first word to the moment you hit send. That level of clarity can make all the difference when the pressure is on.
How do you build a team culture where crisis prep feels empowering, not doom-and-gloom?
I am the biggest crisis communications cheerleader. Our work may not always be visible (and most of the time, it’s invisible if you’re doing it well!), but it’s absolutely vital to the resiliency and reputation of your organization. Celebrate that, your team and your wins!
I am also big on humor and adding a bit of positivity into our team meetings, especially if we have been in the thick of it. Last year, I gave everyone on our team an adopted animal that we can track through an app. When we need a boost in a meeting, we end by sharing what our animals are up to. (Mine is a penguin named Regina George who is usually hanging out on the coast of Argentina.) It’s a small thing, but it reminds us that even in high-pressure work, joy has a place.
What’s your go-to way of staying calm or getting your head straight?
Deep breaths to reset the nervous system, taking a break for a good coffee (when the situation allows) and having a trusted sounding board I can speak to, whether it’s for advice or to decompress, are some of my go-to methods.
Travel is another major passion of mine. I make it a point to take a big trip every year where I genuinely try to disconnect from work. In a career where we are always “on” and connected 24/7, carving out time to recharge is essential.
What’s a book, podcast or any media material you would recommend to your colleagues?
I’m a little old school in that I still love a real book or newspaper. No e-reader can replace the joy of flipping pages for me.
One of my favorites is “Supercommunicators” by Charles Duhigg. It’s a brilliant read for any communicator, especially in a crisis, because it explores how people actually hear and process information under stress.
I also love a NYT crossword – the perfect mix of word-nerd fun and trivia that keeps my brain sharp and my writing skills fresh. Plus, nothing will humble you faster than a Saturday puzzle.
To learn how to build a crisis framework for leading under pressure, join Ragan’s Crisis Communications Virtual Conference, where Caitlin Leopold will share her blueprint that will equip you to manage the chaos effectively on Wednesday, Jan. 28th. Register here.
Isis Simpson-Mersha is a conference producer/ reporter for Ragan. Follow her on LinkedIn.
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