"Strategy, planning and agility Scrap the comms plan if it isn't working. Flexibility and a willingness to pivot when the moment calls for it are greater strengths than sticking to the plan. Is there a point to a comms "plan" anymore? You should have a communications paradigm/POV that helps dictate what you will/will not engage in ... but a plan is obsolete by the second month. You need to be agile enough to inject yourself into a timely conversation."
"Communications is not situational, nor a tool. It's a critical business function that needs to be part of core planning and execution, just like operations or strategy. Almost no CEOs come from communications, and that's the problem. Companies should be run by people who understand narrative and trust, as opposed to spreadsheets and process. If you don't understand how business works, and how to connect PR efforts to supporting business goals, you'll always be an order taker, not an order giver."
Communicators must be flexible about some job aspects while steadfastly defending core principles and concepts. Strategy should prioritize a clear end game and the ability to pivot; rigid communications plans become obsolete without ongoing agility. Brevity, clarity, and craft matter: avoid jargon, excessive words, and novel-length briefing books. Communications must function as a core business discipline integrated with planning and execution, connecting PR to business goals and shaping narrative and trust. Journalistic reality demands concise, newsworthy releases rather than long, filler copy. Success metrics must be defined to avoid producing empty releases.
Read at PR Daily
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