Communications leaders are accustomed to managing the message that stays true to mission, particularly during times that require finesse in navigating uncertainties and adapting to change. Today’s political climate, workplace demands, and public scrutiny require an even deeper understanding of what’s at stake.
In collaboration with The George Washington University College of Professional Studies (GWCPS), Alex Orfinger, publisher of the Washington Business Journal, met with Greater Washington public relations and communications executives to discuss how they are guiding their organizations through uncertainty, using AI to complement operations, and looking ahead to the future.
👏Participants included:
- Lesley Lopez, program director, public relations and communications; assistant professor, GWCPS
- Lea Gilliam, head of corporate communications, CrossCountry Consulting
- Andre Francis, senior director, utilities communications, Washington Gas
- Amy Corcoran, director of business development, Alpha Omega
- Rob Yingling, director of corporate communications, Metropolitan Washington Airports Authority
- Cynthia Cifuentes, regional vice president, marketing, communications and community relations for Mid Atlantic, Kaiser Permanente
Following are excerpts from the discussion, edited for publication.
What has been the biggest change you’ve experienced within communications and marketing since the change of administration?
Lea: The most significant shift has been taking a more holistic approach to how we communicate about DEI and inclusion. We’ve become more intentional in the language we use, expanding our message to include accessibility to uplift the lived experiences, voices, and abilities that shape our community. It’s always been a part of who we are, but now we’re expanding our efforts to center it even more, embedding it across programs, communications, and everyday interactions.
Andre: It’s finding that balance between being compliant with the law, but also remaining who we are. It’s ensuring that the work we do mirrors the people we serve and the people who work for us, but without becoming the organization under the microscope for not following the rules, which are also very unclear right now. It’s been a delicate dance, ultimately.
Amy: There’s the element of the administration change, but also how much AI has launched, especially for communicators. I don’t think I was even using ChatGPT a year ago. Now I use it regularly. Content is just so easy to push out now. For me, it’s more about using these tools in a smart way to be more efficient, but also making sure that the quality is up there, if not better. I think the biggest difference I’ve seen in the last six months is just how many people are using these new technologies.
Rob: Transportation is largely a non-partisan issue. Our focus anytime there’s a new group of lawmakers is to help educate them on the importance of transportation and its impact on the greater economy.
Cynthia: With healthcare in general, it’s been a whirlwind of uncertainty. Couple that with what that means with Medicaid and Medicare and the future of reimbursement and how our business model operates as a care delivery system while managing our cost of care. We are also government contractors. We’ve been hit tremendously hard. Then, couple that with having the Executive Order around DEI, which is fundamentally a part of our mission and integrated in the fabric of who are centered around equitable access to care. We are founded on equity and inclusion.
How has the 24-hour news cycle that we’re all living in through AI changed what you do professionally and how you’re approaching it?
Lesley: Since in nearly everyone’s pocket lies the technology to broadcast to millions of people, we not only have to train communications leaders to be successful with 24/7 coverage-- and the fire hydrant of information that will never stop-- it’s also key that we prepare them on how best to connect with a public that is oversaturated. This takes strategy, and also the expertise on how to continually analyze and reinvent the strategy when needed.
Andre: The 24-hour news cycle hasn’t impacted us too much. Our bigger focus is having a steady drumbeat of connection with constituents. It’s steeped in education because we now have a lot of loud voices outside of our business that can influence our actual business, or the health of it, moving forward. We are very intentional about trying to educate our stakeholders internally and externally.
Rob: We structure our team to be able to respond to that 24-hour news cycle, whether it’s from the public safety side or the airport operations side. From that respect, we feel like it hasn’t really changed much, except the response rate needs to be very quick versus a decade or two ago.
Amy: I tell our leadership team to really know what we stand for and what we care about because otherwise you can get so jumbled in responding to so many different things and also in just feeling the need to respond. Our core mission is keeping our nation as the global leader from a national security standpoint. As such, respond only to those issues rather than speak out on everything that maybe isn’t as relevant.
Lea: Striking the right balance has been key. We’re constantly weighing when to engage and when to remain silent, especially on issues that may not directly impact our business or clients. Employees often expect statements on various topics – notably, current events – so I frequently update our leadership guidance on what to address, when, and whether internally or externally. The challenge lies in navigating these differing expectations while avoiding adding to the noise.
Cynthia: The 24/7 news cycle is incredibly important to us. We have an infrastructure where we have 24/7 media relations on-call. We must as a healthcare provider and a payor. We pay very close attention to what’s happening in the headlines. It impacts our proactive strategy.
How is your job different today than a year ago or five years ago? What’s changed?
Lea: AI has been the biggest disruptor. Transitioning from traditional writing to leveraging AI was initially a challenge, but we’ve found the tools that help us to maintain consistent messaging and strengthen our brand voice. Now, we’re focused on managing AI’s impacts on visual branding to avoid discrepancies and make sure that the firm is still able to adhere to our brand guidelines. Overall, AI is reshaping our work in profound ways.
Amy: Looking back at the last five years in just how far we’ve come with technology, I think there’s still a need for improvement around collaboration tools. Five years ago was just the start of COVID and none of us really knew what Zoom was, or at least I didn’t. Now I couldn’t imagine a day not being on Teams and digital.
It’s great that there have been such improvements around collaboration and that you can get in touch with people 24/7. At the same time, you have to set boundaries. I think that’s the same with AI. With so much of these technology improvements, there are a lot of positives but you have to understand where the boundary is.
Cynthia: What has radically changed for us is that there’s much more intentional thoughtfulness before we go out for any kind of communication because of the polarized nature of the current environment we are in. We have to be highly vigilant and thoughtful of what the counter argument might be if we go out with one message. It’s a very touchy environment to be in.
Andre: Our team is considerably smaller now than it was even a year ago. On one hand, I wasn’t even thinking about using AI at all. Now I can’t imagine a day that I’m not utilizing it to help me with productivity.
The other piece is, our industry is changing tremendously. Historically, utilities were really only focused on customers being happy and commissioners being happy. Those are the two stakeholders that have the biggest impact on our business. Now, everyone is a reporter because they have a phone. Everyone can make noise in some way and they can disrupt. It’s a balancing act of making sure that customers and our commissioners are happy, but also educated to fight against those who are making the noise. It’s very delicate. We’re trying to meet everyone where they are.
There’s been a lot of news lately about the challenges that recent college graduates are facing because of AI affecting job availability. If you were to hire a junior-level person, what are the skills that you’re looking for?
Rob: I want somebody who’s a good relationship builder, who can communicate traditionally person-to-person and develop relationships internally and externally, as well as someone who has a strategic mindset. Somebody who’s just coming out of college or is new to their career, in many ways brings a fresh perspective. They represent a large segment of our customer base and may bring a new perspective when it comes to communications tools, particularly social, and an understanding of what the younger generation is looking for in terms of how they receive and consume information.
Andre: I’m looking for folks who have a general understanding of communications and how it impacts the business. That’s first and foremost, but I do want a specialty in there. You can help out in other areas, but your primary focus is media relations, for instance. We hire based off our needs with an understanding that this world is going to look different in five years. Employees are going to have to be able to transition to whatever that new focus is over that time. It’s about finding people who are going to be here for more than just the specific skillset they bring today.
Initiative is a big piece for me as well. The employees that set themselves apart from others are the ones who may notice a broken process and take some initiative to help identify or fix the problem. Those are the folks that I think will ascend the ladder a lot faster than their counterparts who just clock in at nine and clock out exactly at five.
Lea: When hiring junior-level candidates, we look for adaptability and a willingness to learn, as the landscape is constantly evolving, particularly with AI’s influence. Strong problem-solving skills, creativity, and the ability to work collaboratively stand out. Technical proficiency, especially in leveraging tools like AI for efficiency, is increasingly important. Beyond technical skills, we value emotional intelligence and resilience, as these traits help integrate into and contribute to the team. Ultimately, we seek individuals who are not only aligned with our goals but are eager to grow and innovate alongside us.
Cynthia: Relationship building is critical in our industry. I look for an impactful storyteller. I also tend to choose fit over skill, particularly in our organization. We’re very mission-driven and mission-oriented. You have to believe it. I look for someone who’s really centered in who they are. I can teach skills.
GWCPS’s academic programs for working professionals are designed to bring industry and academic learning closer together in innovative ways by working with industry experts to inform curriculum and identify additional faculty, prospective students and career opportunities for GWCPS graduates. The degree programs mirror industries active in the DMV economy, and include, among others, cybersecurity, political management, legislative affairs, and public relations and communications.