PRSA ICON Unpacked: Key Takeaways on Comms, Crisis, and Culture

In October, I had the opportunity to attend PRSA ICON 2024 in Anaheim, California! Over three days, ICON delivered engaging workshops, sessions and keynotes addressing the evolving role of communicators in today’s world. ICON offered opportunities to foster professional development and networking with insights from top industry leaders on best practices and emerging trends.

The conference opened with a keynote from Gio Benitez of Good Morning America, paving the way for sessions focused on a range of topics from internal communications and media relations to crisis management and corporate culture. Some of my favorite sessions included:

1.        The Internal Communications Imperative: Solidifying Your Role as a Trusted Advisor

Sarah Manley Robertson, President & Founder of Prospect Strategies Ltd.

In this session, Sarah emphasized the importance of communicators establishing and maintaining their role as trusted advisers to the executive team. Key to this is aligning communication priorities with the organization's business challenges and goals and framing discussions in terms that resonate with the C-suite.

How can you tell if your leader trusts you? Trust is reflected in their willingness to cooperate, collaborate, actively listen and engage in open conversation. In contrast, a lack of trust often reveals itself through defensiveness, resistance and avoidance.

To show your leadership team that you understand what they care about, you must know the business and the CEO, understand how to filter and present only relevant information, recognize and map their priorities, craft a tailored message, and effectively implement communication strategies that reinforce what matters to them. Sarah’s framework for accomplishing this includes:

• Integrity – Emphasizing self-awareness, both in understanding oneself and the executive team. This builds a foundation of trust and mutual respect.

• Competence – Demonstrating a strong command over responsibilities, effectively managing the executive team’s needs and expectations.

• Strategic Alignment – Focusing on what matters most to the executives, understanding their key challenges (“slaying their dragons”) and aligning communication priorities to address those concerns.

• Results – Measuring and reporting on outcomes that matter to the organization, showing the tangible impact of communications efforts.

By applying this framework, communicators will strengthen trust with leadership while demonstrating their unique value to the business.  

2.        Behind the Backlash: Understanding Agitators and Controlling a Crisis in the Digital Age

Molly McPherson, PR + Crisis Communication Strategist, Correct As Friday LLC

In today’s fast-paced digital landscape, a crisis – whether corporate, political or personal – is bound to happen. As Molly McPherson put it, "Cancel culture is modern-day public shaming," fueled by outrage and capable of tanking reputations overnight. In one word, a crisis is disruption.

She emphasized the importance of understanding the source of backlash, as identified through three “agitators”:

• Social Justice Warriors: Advocating for change, often asking, "What's in it for me?"

• Accountability Police: Calling out bad behavior and making leaders uneasy.

• Misinformation Spreaders: Amplifying problems with misleading narratives that people latch onto.

Leaders may want to jump into action, but handling a crisis effectively means taking a strategic approach. Molly’s playbook for crisis management starts with understanding the grievance at the root of backlash. Recognize that a grievance can morph into envy and be aware of when this shift occurs. To prepare effectively, crisis planning should begin well before issues escalate, with three essential steps: assess the crisis, map stakeholders and work on regaining trust.

Mapping stakeholders and empathizing with their perspectives (understanding what they see, hear, and feel) helps communicators address concerns with authenticity. In crisis situations, know that you as a communicator hold a valuable role – talking openly with leadership is key.  Authenticity is your strongest ally in managing and ultimately defusing a crisis.

3.        How Communicators Manage Through Change and Grief

Lori Croy, APR, Director of Communications Missouri Department of Commerce and Insurance

This session explored the emotional complexities that communicators face when navigating organizational change and grief, highlighting the technical and human side of change. It emphasized the importance of empathy and being understanding during times of transition with suggested communication strategies to guide team members through each phase, helping organizations manage change effectively.

Immobilization – When people feel uncertain or stuck, they may have difficulty absorbing information. Repeat key details about the change across multiple channels, use simple language and involve employees actively to help them feel more connected.

• Denial – Some may resist acknowledging the change or believe it won’t happen. Address this by explaining the issues driving the change, breaking down the steps involved and clarifying why each step is crucial.

• Anger – Frustration may surface, with a focus on the change’s negative impacts. Acknowledge their feelings, empathize and offer a safe space for open dialogue, setting ground rules to ensure respect.

• Depression – Employees may feel unmotivated or fearful about role changes. Encourage them to voice concerns with leadership, offer support resources and help them see their future role within the organization.

• Negotiation – Some might try to adjust timelines or expectations. Leaders should be clear on non-negotiables while staying open to practical adjustments and assessing the wider impact of any compromises.

• Exploration – As employees begin to engage more positively, encourage their questions and contributions. Highlight the positive aspects of the change and involve them in problem-solving to build momentum.

• Acceptance – At this stage, employees adapt to the new normal. Reinforce positive actions, provide ongoing support and celebrate achievements to solidify their commitment and morale.

Throughout PRSA ICON, one message was clear: communication is an essential business function. Whether it’s navigating a crisis, supporting leaders in meeting their business objectives, developing a brand story or building a positive culture, ICON reinforced the vital role we play in shaping the future of our industry.

Courtney Fogle is a Senior Communications Advisor at 84 Communications. She specializes in reputation management and media relations with a key role in advising clients across corporate, manufacturing, hospitality and education sectors.