Leadership Perspectives: Leading and Looking Ahead Through COVID-19

1
Leadership Perspectives:
Leading and Looking Ahead Through
COVID-19
As COVID-19 continues to threaten the health of millions
worldwide, it also continues to significantly impact
businesses and has led many corporate leaders to shift
their priorities. For some, this means focusing more
on internal engagement; for others, it necessitates a
refreshed look at mobile technologies and the role they
will play in this “new normal.” Despite the challenges
currently facing almost every company in the global
marketplace, many top executives are also looking at
the opportunities within the crisis, assessing the makeup
of the workplace as well as recruitment and retention
practices. This is even more crucial as the plague of
systemic racism has become a focal point of public
discourse, leading many organizations to revisit their
corporate purpose and work to be part of the solution in
this area.
The Institute of Public Relations (IPR) and Peppercomm
are proud to present their third joint study of 2020 on
the effects of COVID-19 on businesses and how leaders
are responding. While the first two reports provided
important numerical findings on corporate preparedness
and collaboration regarding the pandemic, this new
report provides an in-depth analysis from 30 senior
communications executives on how they are leading
and looking ahead of this crisis. Interviewees represent
various industries, including healthcare, manufacturing,
retail and finance.
“This is the third in a series of co-
branded research reports that
has shed light on the thoughts,
feelings and actions of America’s
most senior communications
professionals as they help
steer organizations through
the uncharted waters of the
COVID-19 pandemic. Our intent
in publishing these reports is to
share best practices from the
best minds in the profession and
help each and every one
of us anticipate and prepare for
the unknown.”
– Dr. Tina McCorkindale, President and CEO
of the Institute for Public Relations and
Steve Cody, CEO and Founder, Peppercomm
An e-book by the Institute for Public Relations and Peppercomm on
how communication leaders are responding to the pandemic and
other organizational challenges

2
Finding Guidance in a Different Place
Jenn Mauer, Merck.................................................................................. 67
Job Hunting During a Global Crisis:
The Importance of Flexibility and Involvement
Jamie McLaughlin, JWM Talent...........................................................69
University Communication When a Global Pandemic and
Protests Against Systemic Racism Converge
Juan-Carlos Molleda, Ph.D., University of Oregon.......................73
COVID-19: Navigating Uncertainty
Dominic Pendry, Bed Bath Beyond...............................................76
It’s the End of the World as We Knew It
Doug Pinkham, Public Affairs Council..............................................79
The Power of Listening:
Prioritizing Internal Communications
Shirley Powell, Cox Automotive..........................................................82
Using Corporate Purpose to Navigate a Pandemic
Linda Rutherford, Southwest Airlines...............................................85
The Unique Challenges of University
Communication During a Pandemic
Michael Schoenfeld, Duke University............................................... 90
Communications, COVID-19 and Creators Respond
Erin Streeter, National Association of Manufacturers.................93
Open Questions in a “Post”-COVID World
Chris Talley, USAA....................................................................................95
On Returning to Work and the Role of
Communications Post-COVID
Jennifer Temple, Hewlett Packard Enterprise...............................97
Tackling Widespread Misinformation in the Age of COVID-19
Chuck Wallington, Cone Health........................................................100
Crisis: Pushing Communications to the Forefront
Danielle Ward, Understood................................................................106
The Need for Change in Public Relations
Jennefer Witter, The Boreland Group............................................109
Scenario Planning as a Way Forward
Sr. Comm. Executive in the Pharmaceuticals Industry............... 111
Conclusion and Method........................................................................ 114
TABLE OF CONTENTS
Shifting from External Promotion to Internal
Engagement
Barbara Bates, Hotwire......................................................... 3
Focusing on Transparent and Frequent
Internal Communication
Matt Bianco, Novelis............................................................... 5
Increased Collaboration:
A Tool for Success Amid a Pandemic
Jill Carapellotti, Macy’s.......................................................... 8
Reconfiguring Business Operations for a
New Type of Workplace
Rob Clark, Medtronic............................................................13
Opportunity in Crisis and a Changing
Global Landscape
Sarah Crawshaw, Taylor Bennett Heyman.....................17
In a Post-COVID World, Trust Will Be Paramount
Geoff Curtis, Horizon Therapeutics.................................21
Toward a Digital, Mobile, Engaging and
Measurable Future
Ray Day, Stagwell..................................................................27
Staying Agile and Authentic in Response to Crisis
Paul Gennaro, Voya Financial............................................32
In the Search for Truth, “Meaning” Matters Most
Gary F. Grates, W2O Group...............................................38
“Staying Connected” to Employees and Community
During COVID-19
Jon Harris, Conagra............................................................. 40
Crises Reveal Character
Catherine Hernandez-Blades, Aflac................................45
The Rising Importance of Telemedicine
and Digital Health
Moyra Knight, Astellas.........................................................49
In Pursuit of the Good Company
Mike Kuczkowski, Orangefiery........................................ 55
Facing the Challenge of Unpredictability
with Dedication and Leadership
Brian Lott, Mubadala............................................................58
Handling Coronavirus from the Inside Out
Catherine Mathis, McGraw Hill..........................................63

3
Barbara Bates
Global CEO, Hotwire
Barbara is the Global CEO of Hotwire and
the former founder and CEO of Eastwick
Communications – which was acquired
by Hotwire in 2016. She has more than
25 years’ experience working with brands
to tell their stories, accelerate growth
and build value working in Silicon Valley
and beyond. Barbara has partnered with
some of the world’s biggest technology
brands as well as emerging leaders to
create high-impact communication
strategies and was named in Business
Insider’s 2014 list of 50 Best Public
Relations People in Tech and one of the
Top 5 Women in PR by the PR World
Awards. More recently, she has been
recognized as one of San Francisco Bay
Times’ Most Influential Women In Bay
Area Business, one of the winners of
CEO Today’s Business Women of the
Year, and a finalist in Silicon Valley’s
Women in IT Awards Series.
Shifting from External Promotion
to Internal Engagement
In response to the COVID-19 pandemic, few marketing priorities
have proven they will remain as vital an asset as communications.
From reporting accurate, global health information to supporting
the maintenance of business continuity to adequately announcing
new work-from-home (WFH), furlough and layoff policies,
communications roles and priorities have played a vital role for
clients and corporations over the past few months of upending
change.
For many in the marketing and communications industry, the
biggest shift in our day to day work has been the pivot from
supporting external promotion to internal engagement. In
lieu of cancelled events and product launches, agencies with
diversified offerings were the best prepared to make this remit
change, shifting client resources to the greater, more urgent need.
Corporate leaders are now directly facing the challenge of finding
the best ways to be transparent, informative and authentic in
communications to their employees in a time of great uncertainty.
In the coming months, we will of course see the slow swing back
to “normal” promotion and campaigns for many clients, but we
believe this pandemic has shown the necessity of effective internal
and crisis communications for an organization – and why these
solutions should remain part of a company’s engagement strategy
in the years to come.
The complete adjustment to WFH policies has been a great
example of this. Corporations have had to address (1) how to
function at the same capacity with a disparate workforce, as well
as (2) keep employees informed, engaged, on task and in touch
with one another. These are incredibly difficult communications
challenges in the best of times, but even more so when they are
forced without preparation.
In addition to finding the right communications tools – Slack,
Microsoft Teams, Zoom, etc. – the companies that have fared
the best as WFH policies continue into the summer are those
that embraced the change as an adjustment of their company
culture instead of creating a Band-Aid fix to maintain practices
that were no longer effective when not working in the office.
For example, at Hotwire, we have been building what we call a

4
“thoughtful working” policy over the past few years. Meaning,
we trust our employees to be the adults that they are: to be
accountable and complete their work on time and well, but
to do so where, when and how it makes the most sense for
them. This mindset made the shift to completely working
from home a much smoother transition than most companies,
and allowed us to dedicate resources to improving the at-
home experience (with scheduled meditations, healthy
guidelines and weekly leadership video updates) instead of
simply adjusting to it.
If not already in place, agencies should be using this time to
truly implement policies that support their own employees,
and not simply recommend those policies to clients.
Healthier, happier and more supported communications
professionals will be able to weather this and future storms in
a much more productive way.
One aspect often overlooked but vitally important to
supporting your employees as they work from home: a
continued focus on diversity and inclusion initiatives. Often,
this falls by the wayside when more “urgent” needs arise, but
as we are reminded time and time again, DI considerations
should be at the very center of employee policies and
communications.
Keep in mind that working from home may not necessarily be
an equitable circumstance for many. Parents homeschooling
young children, BlPOC facing renewed uncertainty in light
of recent civil unrest and young workers in small, shared
accommodations are all facing different challenges on a
day-to-day basis. Not every situation is the same, so ensure
the communication and implementation of new policies is as
equitable as possible, keeping empathy at the core.
Like a lot of leaders, I don’t know when we will finally return to
the “new normal,” but I do anticipate that the communications
industry has been permanently affected by the change. An
emphasized focus on internal communications – for client
crises, employee engagement and continued work practices
– will remain a vital need for both corporations and agencies.
PR agencies with diversified offerings and experience will be
best prepared to weather the current crisis and support client
priorities on the other side.

5
Focusing on Transparent and Frequent
Internal Communication
Navigating how best to communicate to stakeholders has been
an ongoing issue for many communications executives since the
start of the COVID-19 crisis. From that perspective, how would
you describe your company’s communications efforts during
the COVID-19 pandemic? What has gone well? What has been
challenging? What sources are you and your company trusting
the most for accurate information?
At Novelis, our communications efforts have been aimed at helping
ensure employee safety and business continuity. To that end, we
have significantly increased our communications with employees,
customers and suppliers, establishing and maintaining new and
innovative channels to keep stakeholders informed about the
company’s actions and operations during this evolving pandemic.
A majority of our actions – specifically around safety – have been
informed by global government agencies and health authorities.
What will the business world look like post COVID-19? What role
will strategic communications play in shaping what the business
world will look like?
That’s a heck of a question. I think the business community has
surprised itself with how well it can function virtually with people
working from home. Productivity is up and people are able to take
more intentional steps to achieve work-life balance, from spending
more time with their kids and partners, to exercise, to finding new
and innovative ways to connect with each other. And dogs love it!
While many people (and all dogs!) are enjoying the ability to work
from home, it is becoming increasingly evident that we need to do
more around our culture to ensure we maintain a collective and
collaborative workplace – albeit remotely.
Matt Bianco
Head of Corporate Public Affairs,
Novelis, Inc.
Matt Bianco is currently the Head of
Corporate Public Affairs for Novelis, Inc.
the world leader in aluminum rolling
and recycling with 33 operations in 9
countries, and approximately 15,000
employees worldwide.

6
What steps, if any, has your company taken to mitigate the
impact of the COVID-19 crisis on employees? Their families?
The broader community? How involved has your internal
communications function been in these efforts? What are
your plans moving forward?
We have made every effort to keep our people employed –
we believe that is the best way we can keep our families and
communities safe. Novelis has also made targeted charitable
contributions, as well as PPE, to help curb the spread of
COVID-19 in our local communities and to provide aid to
those who have been adversely impacted. These donations
include in-kind and financial support to local hospitals, food
banks, community health organizations, and school systems
around the world. Communications has been instrumental in
this work (CSR is a part of our function) and has made – and
will continue to make – these types of recommendations
moving forward.
How have you been coordinating your response with C-suite
leaders at your organizations and how will that continue?
At Novelis, we activated our Global Crisis Team to ensure a
coordinated and holistic approach across all Novelis regions
and facilities to effectively respond to the evolving COVID-19
situation. The Team includes our CEO, CFO, Regional
Presidents, Global Security, Environmental Health Safety,
Legal and Communications personnel. This group has been
meeting three times per week and will continue to meet for
the foreseeable future.
Which technologies have helped you and your team
respond to the crisis, both internally and externally? Are
there any that are hindering your efforts to respond?
Like many companies, we have become very familiar and
increasingly facile with virtual meeting technology solutions –
you name the technology, we’re probably using it.
Tell us a bit about the role that corporate purpose has
played in your company’s response to the crisis?
At Novelis, we are driven by our purpose of shaping a
sustainable world together, and are committed to keeping
our people and communities healthy and safe during these
challenging times. From our charitable giving, to work-from-
home flexibility, to using our aluminum to make cradles for
ventilators, our purpose is at the heart of all we do.

7
RETURN TO WORK
How involved is this communication function in return-to-work preparation? What are you
doing in terms of strategic communication planning for this “return to business?” What
are some steps you’re taking to ensure your employees are being taken care of in terms of
the physical office space and psychologically in terms of feeling safe? How are you going
to RTW?
Communications has been instrumental in return-to-work preparation. We have created
and distributed an Employee Handbook to all employees with general and site-specific
information to help ensure a smooth and safe transition back to the workplace. It includes
resources and guidance, as well as FAQs to address top employee concerns. With stable
operations in place and colleagues working effectively from home, we believe that a
pragmatic, phased approach to returning to work will significantly reduce the risk for
potential future infection and help keep our employees safe.
Is there anything changing with how your company is focusing on remote work? Or any
changes the communication function overall as a result of COVID-19? If so, what?
Our company has embraced working remotely and is currently evaluating the
implementation of a long-term Work from Home policy. As a global Communications
function, we are now speaking more regularly as a team – given the critical need for
message alignment across regions during COVID-19.
INTERNAL COMMUNICATION
We saw in our latest survey that 40% of communication executives perceived employee
productivity to be down (25% said it had increased), but overall there was a significant
increase in employee satisfaction, trust, collaboration, and engagement. How do you
think it has been in your company and why? How will your internal communication
change post-COVID?
We do not see a lack of productivity at all. In fact, we see people spending too much time
online and are encouraging colleagues to “step away from the computer.”
What are your most effective channels of communication and how are you seeking
employee feedback during COVID-19?
The most effective channels have been virtual CEO town halls and day-to-day email
communications – given how quickly things evolve. Employees are appreciative of the
increased cadence of communications as well as the transparency of those communications.
There are a lot of difficult topics to discuss!

8
Increased Collaboration:
A Tool for Success Amid a Pandemic
Macy’s is dedicated to keeping our colleagues, customers and
communities informed, from the policies in place to keep them
safe as our stores reopen, to ensuring our colleagues have the
resources and information necessary for their wellbeing. As we
have furloughed team members across the country, we have
worked to keep these valued colleagues updated on the business,
but also in the loop on key initiatives that impact them, such as
benefits open enrollment and the company’s support of equality
in the face of national civil unrest.
Some challenges we have encountered are around keeping our
furloughed colleagues engaged. We are also working through the
challenges of keeping up with the speed of change and having
fewer team members to get the job done.
We continue to look to government agencies, such as the Center
of Disease Control (CDC) for accurate and up-to-date information
related to COVID-19.
The communications role at Macy’s will broaden as we move
into the future. We will continue to cultivate a strong voice in
response to the needs of our colleagues and customers. Our
communications team is not just managing how we talk about
what we’re doing, but we are also at the table to support the work
of policy making, crisis management and business resiliency.
Jill Carapellotti
Group Vice President, Corporate
Communications, Macy’s Inc.
Jill Carapellotti is Group Vice President,
Corporate Communications for
Macy’s Inc. She has two decades of
global strategic communications
experience with specialization in
corporate communications, internal
communications, change and issues
management, executive coaching and
corporate branding.
She held positions and managed
projects within the full spectrum of
corporate communications including:
internal communications, external
communications, media relations,
corporate giving, video and graphic
production, CSR, issues and crisis
management.
She has worked within multiple
disciplines, including automotive,
beauty, consumer goods, education,
entertainment, fashion, finance,
healthcare, hospitality, information
systems, real estate, retail, technology,
and telecommunications.
She is an active member of New York
Women in Communications, International
Association of Business Communicators,
and a Trustee for the Institute for Public
Relations.

9
communications function been in these efforts? What are your
plans moving forward?
The safety and wellbeing of our colleagues, customers and
communities is a top priority. Communications has been closely
partnered on all efforts to ensure we are doing what is best for
our colleagues and the communities we serve. We’ve implemented
safety and wellness practices in our stores, call centers and
distribution facilities, including hand sanitizers, temperature checks
and plexi glass partitions. We’ve also addressed the emotional
toll the pandemic has had on our colleagues, encouraging those
eligible to utilize personal time off, practice work life balance and
seek support through our Employee Assistance Program, which
provides resources and counseling at no additional cost to our
colleagues.
Collectively, we are all in the trenches, and our C-suite leaders are
together with us on the front lines to help make decisions and
drive change.
Which technologies have helped you and your team respond to
the crisis, both internally and externally? Are there any that are
hindering your efforts to respond?
We’ve leveraged existing technology and our intranet sites to
reach our colleagues, as well as email and text message when
appropriate. We’ve also embraced virtual platforms to bring our
teams together, including Microsoft Teams for webcasts and
collaborative meetings. While sheltering-in-place has kept our
teams separated, our communications efforts are allowing us to
stay closer than ever before.
Tell us a bit about the role that corporate purpose has played in
your company’s response to the crisis?
At Macy’s, giving back is in our DNA. We’ve supported our local
communities in many ways, including raising over $1 million dollars
for the Meals on Wheels COVID-19 Response Fund, providing
100,000 meals and check-ins for vulnerable seniors. Additionally,
some of our office locations have donated perishables to local
shelters and food banks while our teams work remotely. In some
store locations, our parking lots have held graduation ceremonies
for local high schools, enabling seniors to walk across the stage
and receive their diplomas with their extended family viewing live
from their cars and listening on an FM channel.

10
RETURN TO WORK
doing in terms of strategic communication planning for this “return to business?” What
are some steps you’re taking to ensure your employees are being taken care of in terms of
the physical office space and psychologically in terms of feeling safe? How are you going
to RTW?
Communications is closely involved with the teams establishing our return-to-office plan,
and we’ve seen great efficiency and collaboration across teams virtually.
We’ve given careful thought to how we will approach the return to our offices. We will take
all the necessary precautions for the safety of our colleagues. The return to offices will be
a slow and measured process with all decisions made carefully based on conditions in the
community, government and health guidelines, and readiness of the office environment.
At this time, we do not plan to fully reopen our corporate offices until, at least, September
2020. Our teams are diverse with a variety of roles, needs and specific space requirements
that need to be considered. As a result, we’ve identified three types of role classifications
that we will use to build our plan to return to the office: highly dependent on the office;
somewhat dependent; or not at all dependent. At the right time and when it is safe,
colleagues will return based on these classifications.
This pandemic has re-shaped how we think about remote work, shifted our view about the
importance of an office environment and taught us about flexibility. We have learned how
to adapt and be efficient without being together physically. We have remained connected,
building relationships and achieving camaraderie despite the distance. Most importantly, we
have experienced a significant increase in collaboration and speed of decision-making that
has been vital not only to our culture but to our business strategy.
So, now is the right time to re-frame our mindset about how we work. The role of the office
will remain important, but it may not play as much of a central role as it has in the past –
at least in the near-term. Getting our work done is the primary focus, regardless of where
that work physically takes place. As a company, we will embrace a virtual and flexible work
approach that is more advanced than our policies in the past.

11
increase in employee satisfaction, trust, collaboration, and engagement. How do you think
it has been in your company and why? How will your internal communication change
post-COVID?
To understand what we’ve learned and how we’ve used communications during this pandemic,
we must first talk about the makeup of our colleague population. Macy’s, like any brick and
mortar retailer, is an in-person business when it comes to our stores. The majority of our
125,000 colleagues work in our stores and, when all locations are safe to re-open, we look
forward to continuing to serve our customers in-person. Our store colleagues are working
efficiently with our enhanced safety procedures and, in the process, have figured out new ways
of working to provide the best experience for our customers, including curbside pick-up, which
was implemented quickly and has been a well-received option for our customers.
Our distribution centers have been running our fulfillment efforts for our digital and store
replenishment and have been working efficiently through this pandemic to serve the needs
of our business. This team has led the way in enhanced safety procedures that we’re using
throughout the organization.
Our corporate colleagues who support these teams in Marketing, Digital, Merchandising,
Finance, HR, Legal, Communications, etc., have primarily worked remotely through this
pandemic. The shift from office environment to remote workplace happened basically
overnight and shifted how we work, collaborate, communicate and engage. We discovered
that we became highly productive in this new environment. Our virtual meetings start on
time, everyone is prepared, and, to foster connectivity and engagement, we have a culture of
keeping cameras on, which includes seeing work and personal lives come together.
Within all colleague groups, we’ve learned a lot about how to get the work done through this
pandemic, using formal and informal communication as a powerful connection point. We use
internal communications constantly to update our colleagues on operational information,
and use weekly CEO updates, webcasts and virtual town halls, to drive our culture and to
keep colleagues informed. Our internal messages are also shared externally on LinkedIn, from
both our CEO’s and company’s profile. We also encourage our managers (who we call People
Leaders) to check on their teams regularly, set up scheduled check-ins and open their virtual
doors for those impromptu conversations that matter the most. We need to be good listeners,
lead with empathy and care for the colleague beyond the work. This approach is already
intuitive to who we are and has served us well through these challenging times.
In our most recent survey, we saw that diversity, equity and inclusion efforts in some
companies are taking a backseat to handle the crisis. How are you ensuring DEI
remains a priority or have you had to put your efforts on hold?
Our colleagues are as richly diverse as the communities we serve and DEI efforts remain a
priority. As we continue to look to the future, our strategy to drive DEI is integrated into the
work we need to accomplish. We expect our colleagues to hold us accountable to the goals
and commitments that we have made to prioritize DEI. The pandemic does not change our
ultimate pledge to promote diversity and inclusion at Macy’s and respect everyone who walks
through our doors.

12
INTERNAL COMMUNICATION (CONT.)
Additional comments? Anything we may have missed?
We worry about the burnout caused from virtual work in the current environment. It’s
so important to foster downtime and separate work from personal, when many of our
colleagues are doing both in the same space. It would be helpful to learn how other
companies are creating this balance with their virtual workforce.
With the recent protests against anti-racism and police brutality, how has your CEO or
company reacted to this crisis, internally and/or externally? How do you see these events
changing, if at all, corporate investment in things like DEI and other approaches to
combatting racism?
At Macy’s, we embed DEI into how we think, act and operate. Our commitment to DEI
has been a priority for years and it’s an investment in the work we continue to do every day.
Our Chairman and CEO has addressed the company’s support of racial equality externally
on social media and in an open email to customers. We’ve also committed $1 million to our
social justice partners to combat social and racial injustice, including National Urban League
and National Action Network.
For our internal colleagues, our CEO hosted a “Can We Talk?” session with Dr. John
Fitzgerald Gates, Vice Provost for Diversity and Inclusion at Purdue University. This session
invited all Macy’s, Inc. colleagues (regardless of furlough status) to attend and listen to an
open conversation about systemic racism inherent in the recent acts of racial injustice. As a
follow up, we held a series of smaller discussions with colleagues to continue to listen and
better understand how we ensure Macy’s, Inc. has a culture where every colleague is seen, is
safe, and has the opportunity to reach their full potential.
Colleagues were encouraged to participate in a period of silence for George Floyd, his family,
and other black lives that have been lost, pausing for eight minutes and 46 seconds in silent
reflection. Anti-racism and allyship resources have been provided to all colleagues for further
education. People Leaders are conducting open and candid conversations with their teams
and creating safe, supportive environments that foster compassion and empathy.
As America’s Department Store, we remain committed to DEI and cultivating a workforce
that is as diverse as the communities we serve. We still have work to do. On our agenda is
to attract and retain top multicultural talent, both by developing the potential of our internal
talent, and through our external recruitment efforts. Our goal is to have 30% of VP and above
roles held by minority talent by 2025. We continue to listen and learn from our colleagues,
and while we cannot always control what happens outside of our stores and facilities, we
can shape the culture within. And that is one of inclusion that welcomes and respects all,
believing and acting on the principle that all of us are created equal.

13
Rob Clark
Chief Communications Officer,
Medtronic
Rob Clark is the Chief Communications
Officer for Medtronic, the world’s leading
medical technology solutions company.
In this role, Clark leads Medtronic’s
global public relations, employee
communications, corporate marketing,
brand, digital and social media and
philanthropy communications teams
worldwide.
Reconfiguring Business Operations for
A New Type of Workplace
What has gone really well, and what has been a big challenge
for Medtronic specifically relating to COVID-19 and this period
of time?
We’ve got a range of communications workstreams across the
board so there’s really not one aspect of COVID where we are not
involved. We’ve also had a different set of workstreams around
employee communications because in our operations and in our
sales force, we’ve had thousands of people that are continuing
to go to work every day in the middle of COVID because people
still need medical devices, such as pacemakers and stents. We’ve
had a big segment of our workforce who have been going to work
every day so we’ve had to communicate security, safety and health
measures so they can continue to work.
We’ve also had to reconfigure our manufacturing operations for
social distancing while moving other employees to remote work.
We’ve also had to account for a range of external communications
regarding ventilators as we are one of four of the largest ventilator
manufacturers in the world. To expedite the production of
ventilators, we did an open source initiative where we put our
engineering plans online for a particular model and had over
200,000 registrations for that information globally. That’s resulted
in a whole host of external communications.
But, I’d say probably 75% of our work is focused around employee
communications, 20% around ventilators, and the rest has been
communicating the impact on the business, which has been
dramatic. Our CEO does a weekly video on our intranet. He’s been
doing a weekly COVID update, which has been incredibly popular.
We did a live town hall last week, our first quarterly town hall, and
we had 22,000 people attend online. We’ve just been producing
story after story on COVID, the impacts on the business, what our
business is doing, human interest stories and what we’re doing
from a philanthropic standpoint.

14
What have been some of the challenges with that?
We’ve always struggled a little bit with communications into
our manufacturing operations because they’re not as digitally
connected. They mostly get information through word of mouth
from their frontline leader. We’ve had to do a lot of work to get
the right messages to them and respond to their needs, to keep
people motivated, and to assure them that we’re doing everything
we can to make them safe in the workplace, particularly in some
areas in the world where our operation facilities are in virus
hotspots.
So, it’s been an ongoing challenge to get the right information
to people. We’ve also added additional health care services for
our employees in those countries. Getting those services set up,
communicated, and getting people enrolled and participating
has been probably the biggest challenge from an employee
communications perspective. We have more than 40,000 people
in an operations environment around the world.
How are you ensuring DEI initiatives are continuing or still
embedded throughout?
It’s been one of our top five corporate issues for the last ten years;
it didn’t go away. The biggest casualty for us was that we won the
Catalyst Award, which is one of the preeminent corporate inclusion
and diversity awards in the country, but the date of the award
celebration fell on one of the first weeks where COVID was coming
down, so they had to cancel. It was in New York City. It was a
bummer that we couldn’t celebrate that recognition, because that’s
a major accomplishment. But, it hasn’t stopped our fundamental
momentum. Every time we do a town hall, there is a focus on
inclusion and diversity. It’s in our top five goals for typically every
VP. Nothing there has stopped.

15
How do you see DEI efforts generally changing in the future?
Especially because you’re in Minneapolis, you have a very
interesting viewpoint on that. Do you want to talk about that and
how Medtronic has reacted?
I think the corporations here are at a bit of a loss of words right
now, other than we all recognize that the fundamental issues with
race and bigotry are unacceptable and have to be rooted out. In
terms of what to do next, we’ll invest in business redevelopment,
and things like that. But clearly, there’s something much deeper
here. I think the frustration is that this community and our
community partners have tried so hard, and yet we still do have
the largest wealth disparity in the country. We have the biggest
achievement gap in the country. There’s a huge dichotomy in this
community.
The wealth disparity between African Americans and the rest of
Minnesota has always been an issue. We have not solved it. Clearly
what we’ve been doing is not working. I think what we’re doing at
Medtronic is a little bit of the back to the drawing board. We are
thinking, with our assets and resources and expertise, what’s our
contribution towards solving the underlying problem?
What do you think has changed in the comms function post-
COVID? I know we’re not through COVID. But what do you see as
potential permanent changes? Because you’ve talked a lot about
internal comms, do you think there will be more emphasis on it?
We were in the middle of a big intranet transition and it’s
importance has been magnified exponentially. Part of the reason
we did it was to take on more of a real-time news feel. It’s an
accumulation of stories almost in real-time, stories about what’s
going on within the company and our employees have gravitated
there heavily during the pandemic. The biggest issue we’ve had
is being able to have enough people and resources to keep up at
the pace that people are wanting information. How do we sustain
that? I don’t have 15 journalists walking around here that can
produce news and updates constantly so sustaining the volume
and timeliness has been the challenge.

16
Any other changes that you think may be more permanent in
communications moving forward?
Generally, you want your comms people located together
physically, but the reality is, we’ve all worked incredibly well
remotely. So, remote work is here to stay in some form going
forward. I think that, like everybody else, we’ve been struggling
with inclusion and diversity, and bringing in a diverse talent mix. I
think a little bit of the problem is we’re trying to get diverse talent
to relocate to certain locations that aren’t as diverse or where
people may not want to live. I think we’ll do a lot more remote
work and have less of a perspective of where that work has to be
situated. We have locations all over the country if people need a
location to tether to.
It sounds like you’ve been coordinating quite a bit with a lot of
other C-suite leaders in the organization; how has the response
to that been?
We have a COVID Crisis Response Team. We meet daily. We
have an executive committee meeting each week with our
communications report out there. We’ve had multiple report outs
to our Board. It’s a full-court press of our key human resources,
operations, government affairs, communications, and legal teams.
How are you prepping for employees to return to the corporate
office?
We’ve had a sub-team of the crisis team working specifically on
the return to office. We completed our return to office toolkits for
our facilities a couple of weeks ago, and now we’re in the process
of getting authorization for the return to work at a site by site
level. Social distancing, PPE, and so forth has to be in place before
they’re given a green light to go back and we have around 160
locations around the world. We’ve only had three that have gone
back to work so far.

17
Sarah Crawshaw
Managing Director, Asia Pacific,
Taylor Bennett Heyman
Sarah Crawshaw is the Managing
Director, Asia Pacific at Taylor Bennett
Heyman. She consults clients across
all industries and works closely with
communications and corporate
affairs professionals to help them
navigate and build their careers.
Sarah has considerable experience
in communications search and has
provided talent management solutions
to many leading listed companies in
markets across the Asia Pacific region.
She also consults with businesses on
organizational design and competency
framework development.
Sarah sits on the Institute for Public
Relations’ Board of Trustees. She is also
an active member of the International
Association of Business Communicators,
as well as Page Up, the Arthur W. Page
Society’s membership organization for
tomorrow’s CCOs.
Prior to her career in Asia, Sarah
worked in executive search for Taylor
Bennett in London, again specializing
in communications, with a focus on
UK public affairs and investor relations
assignments. She holds a Master’s
in Economics and Politics from the
University of Edinburgh and a Bachelor
of Laws from the BPP Law School,
London.
Opportunity in Crisis and
A Changing Global Landscape
How has the pandemic affected companies being able to hire
senior executives in Asia?
Surprisingly in Hong Kong, we haven’t been affected as much by
COVID-19 as many other parts of the world. Business is certainly
down, but we’ve taken on new business and placed people during
this period, and they’ve joined their respective organizations,
even going into the office because we haven’t ever been in full-
blown lockdown. But, inevitably, in a lot of markets the onboarding
process will be impacted and delayed.
What do you consider to be the opportunities for communications
to demonstrate business value during the pandemic?
I think there has been an opportunity for communications to
shine during this period by working more closely with product
development teams; providing input to these teams as to what
consumers, clients and society want and need during this time.
Communications teams act as the window to the outside world
for businesses, which gives them an opportunity to help in the
creation of solutions for this environment; solutions and products
that could ultimately help to enhance a business’ reputation.
I don’t know whether communication professionals have been
doing that, but I think that’s a key opportunity. And we’ve certainly
seen a number of job openings in marketing communications
during this period.
Another area that communicators will be having to really flex
their muscles right now is media engagement and gaining share
of voice. A lot of the media reporting is focused on the pandemic,
meanwhile people are suffering from (social) media saturation as
a result of relying wholly on social media channels to interact with
people during the pandemic. One potential consequence of these
dynamics is people switching-off from the media due to saturation.
Which means that communications teams will be having to work
even harder to tell their businesses’ stories.
Certain communications agencies in Asia are clearly doing well out
of this situation, particularly the ones that help in terms of crisis
and business continuity. They are helpful in providing companies
with an external perspective and objective guidance to manage

18
the scenario. Plus, organizations don’t want to invest in permanent
headcount at the moment. Most businesses are only fulfilling a
select few strategic appointments right now. Everything else is on
hold. Agencies can profit from this because they can help to fill
gaps, without placing the same pressure on budgets as permanent
headcount otherwise would.
In your market, how prevalent is the integration of marketing and
communication? Do potential executive hires have experience in
both product and communications?
We have observed certain businesses, within certain industries,
showing a desire to integrate marketing and communications.
But people tend to have experience and skills in one or the other.
Over the course of the last five years or so, we’ve seen people
trying to gain experience in both marketing and communications,
recognizing that this is the direction that a lot of businesses
may go in, particularly in markets like China. Almost every
communications professional that I speak to in China wants to gain
experience in marketing.
What other dynamics and trends are you seeing in terms of hiring
in the field of communications?
An area where we are seeing an investment in hiring - which
started before the pandemic and will likely continue – is, public
policy and government relations. This virus has accelerated these
dynamics. Businesses are going to need people with that expertise.
That’s where we’re envisaging most opportunity in the next year to
two years, frankly, and it’s across the board in Asia.
Another dynamic is the reduced emphasis on regional headcount
and an increased emphasis on people with deep market
expertise and a localization of expertise. I think that’s going to be
accelerated by COVID-19, primarily because this is a region where
businesses have often relied on people being able to hop between
markets. I mean, we’re a case in point as a business; we have a
regional center and we service six or seven markets from Hong
Kong, but it relies on us being able to go to those markets.
That’s impossible in this environment, for starters. Secondly,
you’ve got the rise in nationalism and increasing concerns about
whether globalization has gone too far. Businesses are now looking
at supply chain risks, realizing that they’re too reliant on the
globalization dynamic, but they’re not necessarily going to pull out
of those countries where they’ve got strong revenue streams like
China. They’re going to have to localize more, I suspect, and bring
in more local expertise that can play well into their international
headquarters. I think that’s where we’re going to see a bigger
shift. We were seeing it already in the hiring that we do. A big

19
proportion of our work is country specific senior roles. I think we’ll
see a stronger emphasis on that and it will continue to increase.
Public policy and government relations are heavily reliant on
local market expertise and that’s partly why I think we will see
more opportunity in that space. Plus, the geopolitical dynamic
means that public policy and government relations expertise are a
necessity for a lot of businesses.
What differences are you seeing from the 2008-2009 financial
crisis and today?
It’s a big contrast between this situation and what we saw in 2008-
2009. Clearly, the dynamics are completely different because the
cause is completely different. In the 2008 financial crisis, what
we saw was a huge surge in business from financial services
organizations. They were looking for quality communications
professionals to help (re)build reputation.
We are not going to see that as a result of this downturn. This
is a very different beast. It will not be overcome with reputation
recovery for organizations because that’s not what sits at the heart
of it. And therefore, unfortunately, what we have seen quite a bit
at the moment is people leaving posts and businesses choosing
not to refill that post, and instead, look at that function and say,
“Okay. Who have we got in our business who could probably
plug and play and do that as well?” And we’ve spoken to a few
organizations who have done exactly that; they’ve said, “ We’ve
got somebody who does our marketing communications, so let’s
just give them the communications to manage too.” I would hope
it’s a temporary thing.
The reality is, businesses are trying to work out what they’re
facing here, and many people don’t have a living memory of when
economies have just ground to a halt for months.
What we tend to see from businesses in economic downturns is
a sort of internal reflection of capability capacity. They’re asking,
what do we actually need? So, we’re going to see a fallout as
businesses start to reflect on whether they’ve become a bit too
heavy in areas that are not necessary. Once that clear out has
happened, what normally happens is a further reflection and
realization that “we do have a gap here and we do need to fill
it.” I think that the government bailout packages will probably
prolong that process. Whereas in previous downturns, that process
has happened in a certain timeframe. I think the timeframe will
be longer this time around because the packages are designed
to help stem layoffs; the terms of these bail-out packages will
therefore discourage companies from conducting any immediate
restructuring exercises. So, in that sense, I think the recovery of the
recruitment market will be quite slow.

20
If you look into your crystal ball, what do you see for the future
as we try to move on from this pandemic?
I’m just trying to be optimistic. I think it is important to reflect on
the difference between this downturn and the previous one in
2008-2009. The fundamentals underpinning business have not
caused this downturn, whereas in 2008-2009 bad business and
poor economics were absolutely the cause. So, I’m hopeful that
there will be a reasonably quick bounce back in terms of business
activity.
Nevertheless, I think that this pandemic will undoubtedly catalyze
change. Businesses will adjust to a new world that is much more
localized. I think they will ultimately create more headcount in
countries where they have local business operations, but they’ll do
so having slimmed down on their regional centers.
We were actually seeing this with some clients before the
pandemic. And it is not just a case of companies stripping
out regional headcount in favor of local market focused roles.
Some companies are being creative about this, putting regional
headcount in different markets. For example, we placed somebody
at the end of last year in Shanghai to perform a regional role,
even though the regional center for the business is in Singapore. I
expect that we may see more of that going on.
Now that the world of business has shown that it is possible
to operate without conducting business face-to-face, business
travel inevitably will reduce. People are going to use video
conferencing systems more and there’s going to be a rise in tools
and platforms that will be so much better for that. There seems to
be a dichotomy of trends taking place – in some ways we have and
will become more globally connected as a result of the pandemic
but the dynamics of globalization are going to change and there is
undoubtedly going to be an element of retrenchment from reliance
on global supply chains.
Another interesting point to consider is how the virus has
potentially accelerated the move toward stakeholder capitalism.
I think that this presents some real opportunities for the
communications function in the future. And so, although the
immediate landscape from a hiring perspective is not looking
terribly rosy, I do think that we will see job and role creation taking
place in the field of communications in the relatively near future.

21
Geoff Curtis
Executive Vice President,
Corporate Affairs and Chief
Communications Officer, Horizon
Therapeutics
Geoff Curtis is executive vice
president, corporate affairs and chief
communications officer at Horizon
Therapeutics, overseeing corporate and
brand communications, government
affairs, patient advocacy and corporate
social responsibility, sustainability and
impact. He has more than two decades
of health communications experience
and has held roles on the agency and
client side.
In a Post-COVID World,
Trust Will Be Paramount
Transparency and accountability are two of our core values and
that is how we’ve centered our communications approach during
the crisis. Even during a disruptive time, we are value focused,
which makes it more business as usual from a communications
standpoint than disruptive. Sure, some of the mechanisms and
cadence may change, but the alignment to these values does not
change.
For us, we don’t have a scorecard on “what has gone well” or
“what has been challenging” because we are always transparent
with and accountable to our internal and external stakeholders.
Although our intention hasn’t changed, where we have focused
and learned is with cadence and message clarity since this is a
different situation and there is a greater demand for information
and guidance. Some of what we learned will be considered as we
move into our return to office/field communications.
As for COVID-specific sources, we rely on the CDC, WHO, as
well as state departments of health and country-specific health
authorities for up-to-date information and guidance. With a large
sales force, we are relying heavily on state level guidance to
determine a safe reentry into the field.

22
While it’s hard to predict the depth of the impact on the business
world overall, one thing we all will agree on is that the pre-
COVID office as we knew it will no longer exist. We can expect
more remote work moving forward and those companies that
will transition back into an office will likely do so in a staggered
and limited capacity. Speaking for Horizon specifically, we
have always had a flexible work policy with the ability to work
remotely on a regular basis, so this coupled with what we have
experienced during COVID-19 will not be a significant adjustment
for employees. In addition, a large segment of our employee
population (sales force) is remote, so there will not be any
significant change as it relates to an office environment.
In the post-COVID world, communicators will need to increase
their focus on: 1) CEO/C-suite visibility particularly with internal
stakeholders, 2) information flow/cadence/transparency and 3)
information quality and tone. Trust will be paramount and it will
be up to the communicators to instill that trust with internal and
external stakeholders.
The overall employee response was a massive coordination
between internal comms and human resources – not just on
the rollout of the COVID-specific benefits, but also on all of the
overall messaging used to answer pressing employee questions
and develop surveys to test how employees are feeling. The
communications function helped to make sure employees feel
supported and know they are in safe, good hands.
Overall, our internal communications played an integral role,
in partnership with our human resources organization, in the
messaging and as well as guiding people toward the current
benefits that exist.
From a pure tactical, HR benefits standpoint, we instituted a
COVID-19 Leave Policy, which offers two weeks paid leave for
recovery for an employee or his or her family member; 12 weeks
of paid leave for severe COVID-19 cases for an employee or family
member; policy also offers 12 weeks of paid leave for our medical
professionals to volunteer or be called upon for their services. In
addition, our existing wellness benefits include MD Live, a service
for employees feeling ill to virtually connect with a physician;
an Employee Assistance Program which provides professional

23
support and guidance on a range of topics related to family, work,
money and health; and Headspace, an app that each employee has
a membership to, offering meditations and sleep aids, which all
proved and continue to be particularly useful during the pandemic.
Additionally, the internal communications function developed
a COVID-19 specific intranet page, which served as the “source
of truth” for Horizon-focused support and information along
with feature articles on how to work remotely, and stay healthy,
connected and engaged. For parents, we created a distinct
community on our intranet that included helpful resources and
activities to do with kids.
We have been very deliberate with C-suite communication,
particularly with our CEO, from a cadence and message
standpoint. Typically, we have CEO-led, quarterly all-employee
meetings supplemented with e-mail milestone-driven e-mail
communication. In addition, our human resources colleagues
historically hold monthly leader calls. During the COVID-19 crisis,
we adjusted the cadence for the CEO all-employee meetings
and e-mail communications to bi-monthly so that employees
were hearing from him every week. The leader calls moved to
once-weekly so that company leaders were hearing from other
C-suite executives and the human resources team with increased
frequency.
The CEO-led, all-employee meetings have been surprisingly
successful and well attended. We have consistently had 98+
percent of our employee base attend. The key learning for the
communications team has been the structure of the meeting itself
– focus the meeting on only QA and less on prepared remarks/
updates. We quickly found that employees want to be informed,
feel secure and trust leadership. Our CEO would spend the
majority of the calls answering 50-60 questions from employees.
As a result, he created a space where employees wanted to
participate and be transparent about how they were feeling. We
have always had an open and transparent dialogue during our
all-employee meetings, but spending a significant amount of
time answering employee questions is something we will likely
implement moving forward.

24
There isn’t anything that is hindering our ability to respond.
Internally, we have relied heavily on our intranet, e-mail, video and
virtual meetings (Cisco). Externally, we have relied primarily on our
owned social channels.
At Horizon, we believe it is our fundamental responsibility to
support the communities where we live and work, as well as our
global community. As a result, we felt strongly that it was our
responsibility to step up during the COVID-19 crisis. We donated
$1.5 million to COVID-19 response efforts in Illinois and in other
impacted communities where our employees live and work,
including Washington, D.C., South San Francisco, Canada, and
Dublin, Ireland.
In addition, we are matching employee donations to nonprofits in
their communities, including local foodbanks and COVID-19 relief
funds and also provided a list of digital volunteering opportunities
and suggestions to employees, such as ordering from a local
restaurant and having it delivered to a local domestic violence
shelter.

25
doing in terms of strategic communication planning for this “return to business?” What are
some steps you’re taking to ensure your employees are being taken care of in terms of the
physical office space and psychologically in terms of feeling safe? How are you going to
RTW?
Our engagement and involvement are consistent with our approach to the COVID-19 crisis –
we are playing an integral role, in partnership with our human resources organization, in the
messaging and rollout of the return-to-work guidance. We are in a unique position as we are
moving into a new location at the end of the year, which ultimately factors into our approach
to returning to work – both from a standard and a change-management communications
standpoint.
From a physical office space standpoint, we, similar to other companies will likely stagger
the employee return and limit the capacity in our current office space. We have provided all
office- and field-based employees with Personal Protective Equipment and we are preparing
socially distanced office configurations. In addition, we have the capability to check
temperatures and are following other global health authority and individual state guidance
for a safe return.
We have always had a flexible work policy with the ability to work remotely on a regular
basis, so this coupled with what we have experienced during COVID-19 will not be a
significant adjustment for employees. In addition, a large segment of our employee
population (sales force) is remote, so there will not be any significant change as it relates
to an office environment. There are no changes planned in the communications function
other than taking the learnings around the need for increased cadence and clarity and
applying those to the return to work communications.
RETURN TO WORK

26
it has been in your company and why? How will your internal communication change post-
COVID?
While we didn’t directly address productivity in our first employee survey, all signs point
to stable or increased productivity. Employees are eager for credible information and
transparency and our CEO has created a safe, transparent space for employees to actively
participate and engage, which will further galvanize our already strong culture moving forward.
The communications team has learned a lot about executive communication frequency,
cadence and overall engagement during the COVID-19 response and will continue to evaluate
how those learnings will impact future planning.
Most effective channels have been CEO communications, particularly the virtual all-employee
meetings. I have one specific example to share that illustrates the power of CEO communication,
particularly from a CEO who has already created an environment where employees are willing to
share as well as is always open and transparent in his communication. In May, Horizon received
a Great Place to Work announcement and we decided to do something extra for employees as
part of the announcement. The communications team quickly settled doing a video message to
make a splash and our CEO filmed a quick iPhone video. The catch was that in the video (after
making the special announcement) he made one request of employees – send him a note to let
him know how they and their families were doing.
The power his consistent transparency resulted in almost all 1200 Horizon employees sending
our CEO an e-mail, some even writing novels going into great detail about families, friends, etc.
companies are taking a backseat to handle the crisis. How are you ensuring DEI remains
a priority or have you had to put your efforts on hold?
We have a very active and robust inclusion program and a network of five Business Resource
Groups. The program hasn’t taken a backseat to the crisis and in fact we are nearing the
completion of a rebrand for our inclusion program that will roll out in the next few weeks.
combatting racism?
In addition to our robust inclusion program, we will be adding anti-racism specific employee
programming and education, as well as enhancing overall inclusion programming. As for our
response to recent events, our CEO sent an internal message to all-employees and commented
on social media via his Twitter handle. The company provided an official response on all owned
social channels (Twitter, LinkedIn, Facebook and Instagram) and the company also announced
financial support for organizations including the YWCA of Chicago, the NAACP Legal Defense
Fund, the National Urban League, the Equal Justice Initiative, the Bail Project among others.
More importantly, we had a leader call addressing the overall environment and how to facilitate
team conversations and racism.

27
Ray Day
Vice Chair, Stagwell
Ray Day is Vice Chair of Stagwell’s
marketing and communications agencies
and the former Chief Communications
Officer at IBM and Ford. He is well-known
for expertise in reputation building,
content creation, data and analytics,
crisis readiness and recovery, and
communications team development.
Toward a Digital, Mobile, Engaging and
Measurable Future
The Stagwell Group has been very proactive throughout the crises
– to assist our clients and the business community overall. Among
the added activities we put in place:
• The Harris Poll’s COVID-19 Tracker: As a public service, the
team at The Harris Poll curated key insights to help leaders
navigate COVID-19 by going in the field on a weekly
cadence to poll American consumer sentiments across
various topics.
• Stagwell’s Back to the Future Webinars: A weekly webinar
series to facilitate conversations with industry leaders
about the New Future of the industries, platforms and
people with whom we work.
• Repurpose for Purpose: Program created in conjunction
with Trade X Partners to help businesses affected by
COVID-related event cancellations by up-cycling unused
corporate assets for other goods and services companies
need to operate their businesses.
• Internally, we accelerated all communications and offered
our team members extra time off, meditation and personal
and team support.

28
In short, trust in business has skyrocketed, as has the pace of
digital transformation of everything.
During the crisis, we saw the broader business community provide
a sense of security and trust to those who depend on it. When
they needed it the most, Americans turned to the corporate
world. According to The Harris Poll, which has been conducting
public opinion polling on a weekly basis since mid-March, there
is widespread approval of corporate America’s response to the
pandemic. Companies have been active participants in providing
solutions – whether producing different goods and services,
reinforcing supply chains or seeking cures for the deadly disease.
In addition, as we think about the world post-COVID-19: digital
transformation has been accelerated among consumers and
among business. Some people say we’ve just seen digital
accelerate by 5 to 10 years. That means those who are digitally
savvy and focused on the future will be the successful businesses
going forward.
From a Communications standpoint, the successful companies and
Comms leaders will be the ones that quickly shift their focus to the
future of communications – in line with what is clearly a changed
world and a changed consumer. This future will be defined by
being digital, mobile, measurable and engaging – both in reaching
stakeholders and in delivering compelling content.
Stagwell has more than 3,000 employees operating in more than
25 offices around the world. All have been working from home.
The key has been to keep everyone connected, creative and client-
focused. We have relied on direct contact with our team members
– from town halls to daily check-ins. We also have made clear
that our business has invaded our employees’ homes – and not
the other way around. We told our team right from the start not
to apologize for interruptions from children or pets. Family and
people came first during the crisis, and we are very proud of the
Stagwell team responded.

29
Our Managing Partner Mark Penn has conducted weekly calls with
all of our C-suite leaders across the company portfolio and the
business community. These check-ins with business leaders and
executives have provided our leaders the opportunity to lean on
each other’s experience and understand how we’re all pivoting and
adapting during this time of uncertainty.
Stagwell’s strength is the fact that our companies were born
digital-first, and we’re technologically savvy in how we work
and serve our clients. We, of course, used videoconference
and other virtual tools to stay connected – all while delivering
solid performance throughout our business. We also took our
digital-first mindset externally – including helping the canceled
SXSW put all of its content online and meeting nearly every day
with the C-suite of major companies, assisting with their own
digital transformations, research and insights, marketing and
communications, and content and media.
In our weekly Harris Poll on COVID-19, Americans have signaled
that they expect corporate America to protect and help safeguard
society. While our government institutions must play a critical
role, Americans expect companies to protect the health and
safety of their employees (80%), speak out on social issues (68%),
demonstrate their corporate purpose and values (68%), and take
action for the greater social good (78%). This is a standard we long
have valued inside Stagwell, and it’s advice we provide each day to
our clients.
Our Managing Partner Mark Penn has conducted weekly calls with
all of our C-suite leaders across the company portfolio and the
business community. These check-ins with business leaders and
executives have provided our leaders the opportunity to lean on
each other’s experience and understand how we’re all pivoting and
adapting during this time of uncertainty.

30
RTW?
As we all eventually seek a return to normalcy, we know it will be a slow and phased return
for both The Stagwell Group and across the country. American workers have asked for safety
before returning to the office and employers will need to take that into account and remain
flexible. Our entire leadership team has spent time each week coordinating our global return
to work and establishing a standard of safeguards for all 3,000 members of our global
team. We have given our leaders the flexibility to return to work when it’s right and safe for
their specific teams and locations. To assist with this, we centralized pan-Stagwell support,
including OSHA-certified best practices, communications templates, legal resources, bulk
PPE ordering and COVID-clearance via Vital Check.
Is there anything changing with how your company is focusing on remote work?
Or any changes the communication function overall as a result of COVID-19? If so, what?
As a digital-first company, we have been flexible and nimble pre-COVID-19. During the crises,
we tested that capability further and will emerge even stronger in flexible working methods.
RETURN TO WORK

31
COVID?
We did not see any degradation in productivity, which is a testament to the Stagwell team.
In fact, we had a solid 1Q, including significant organic growth in the PR/communications
sector, and we continued to do major acquisitions throughout the COVID-19 crisis.
The most effective strategy is to offer a suite of channels so you meet employees on their
terms versus yours. At Stagwell, we value face-to-face communications – and we were a
major user of Teams and Zoom before it was cool – as well as frequent, direct connection
with every team member. This is how we ensure an ongoing two-way dialogue and
continuous feedback loop.
companies are taking a backseat to handle the crisis. How are you ensuring DEI remains
a priority or have you had to put your efforts on hold?
We live the mantra diverse people bring diverse ideas, and that is representative of how
Stagwell has and always will operate. As advocates of diversity, equity and inclusion, we
have in place a Stagwell DEI initiative, which includes recruiting, hiring, retention, supplier
diversity and celebrating works that embodies our commitment. In addition, members of our
leadership team have held positions on various DEI councils, including Adweek’s Diversity
and Inclusion Council and PRSA’s Diversity Action Alliance.
combatting racism?
Our leaders have been very active internally and externally underscoring our values and our
absolute commitment to an inclusive business environment and a world where everyone is
valued and respected. This has been the way we have operated since our founding, and it will
continue. To us, the solution is less talk about diversity and inclusion and far more action –
and we are committed to being part of the solution.

32
Paul Gennaro
Senior Vice President and
Voya Financial
Paul J. Gennaro is senior vice president,
Brand and Corporate Communications,
and chief brand and communications
officer for Voya Financial (NYSE:
VOYA). Serving the financial needs of
approximately 13.8 million individual
and institutional customers in the U.S.,
Voya is a Fortune 500 company with
$7.5 billion in revenue in 2019 and $538
billion in assets under management and
administration as of March 31, 2020.
Mr. Gennaro oversees internal and
external communications, brand,
advertising, research and consumer
insights, meetings and events for Voya.
He is a strategic advisor to senior
management, protecting the company’s
reputation with stakeholders. He also
serves in a chief of staff capacity,
managing Voya’s Executive Committee
and Enterprise Leadership Team (ELT).
Mr. Gennaro has held top global roles
for much of his career, overseeing more
than 50 MA-related transactions, an
award-winning initial public offering on
the New York Stock Exchange, a CEO
transition, a global rebrand, and multiple
new business launches and integrations.
He is a board member for Ethisphere
LLC, parent of the Ethisphere Institute,
which annually selects the World’s Most
Ethical Companies. He also serves on
the board of directors for Disability:IN,
a national nonprofit that helps the
business community drive performance
by leveraging disability inclusion
in the workplace, supply chain and
marketplace; on the board of advisors
for the Emory University Center for
Ethics; and as a trustee for the Institute
for Public Relations.
Staying Agile and Authentic in
Response to Crisis
Our communications have been frequent, proactive and
transparent, with an emphasis on taking actions and making
decisions based on the health and safety of employees (and
contractors) and their families and loved ones, as well as the health
and safety of our customers, all stakeholder groups and society.
We have leveraged one-way communications such as emails and
video messages as well as virtual town halls for businesses and
functions. We launched an internal CEO podcast. There is a thirst
for communication from the employer, as a source that can be
trusted. Participation has been very high for all virtual town hall
meetings – we have seen 80%+ and 90% participation. We also
do quarterly Brand and Corporate Communications crisis drills;
we had one scheduled for March 5 that we repurposed from the
planned topic to COVID-19, which was very valuable and we have
continued to scenario plan throughout the crisis.
Almost all of our 6,000 employees work remotely and we have
remained open for business. Our CEO has been communicating
well internally, with weekly positive messages on Fridays and a
CEO QA podcast to address top questions. We have made sure
to focus on our people and their wellbeing by encouraging breaks
during the day, and time away from work calls and the computer.
We have also encouraged the use of PTO and non-PTO for mental
breaks. There have been many Zoom meetings to stay, and feel,
connected – I hired a trivia game facilitator for a one-hour Zoom
Team Trivia session for our 40-person team session; everyone
loved it and we’re doing in on a monthly basis now.
Throughout all of this, we asked for employee feedback. The
overwhelming majority of employees agreed with the direction
that we’ve taken as a company and the support they’ve received.
Our survey highlights included:

33
• 91% of Voya’s people said, “I’ve been able to do my job
effectively, despite changes in work arrangements due to
COVID-19.”
• 90% of Voya’s people said, “Communications have been effective
at helping me understand how Voya is responding to the
COVID-19 crisis.”
• 87% of Voya’s people said, “My manager helped me get what I
need to get my job done.”
Early on, the main challenges were uncertainty and societal fear;
then, things externally seemed to stabilize; then, racial injustice
and societal unrest became the primary societal concern and we
focused our communications accordingly.
All has appeared to go well from a Brand and Communications
perspective thus far. Out of all information sources, I trust the data,
not the interpretation of the data by governments at the local,
state or federal levels or the media and “media experts.” There is
no “one trusted source,” which explains why employees are looking
to the employer.
In the future, I think the business world will include more remote
work and less business travel. I also think there will be less
emphasis on densely populated areas – for work and living.
Brand and Communications will play a big role in the future of
business. In addition to the once-in-a-century changes from
COVID-19 becoming permanent, the impacts of racial injustice
and societal unrest are of once-in-a-generation factors that
will also impact everything going forward. Trust in the media
is not improving and I don’t see it changing, so the need for
organizations to proactively, frequently and transparently
communicate will continue to be important.

34
To mitigate the impact on our employees, Voya has offered
employee benefit enhancements, EAP, and webinars and
activities for families and kids. For me, while I’m managing my
team, I encourage balance and flexible hours, echoing the CEO’s
sentiment. There have been a lot of Zoom calls, so burnout is a
concern.
For client support during this time, we have utilized our Cares Act
Program, which provides fee credits and financial education. We
have also taken the following actions to support clients during this
time:
• From May 1: The employees and families of Voya Financial
wanted to thank all of the everyday heroes who are helping
society during this challenging time. So we asked singer-
songwriter Mandy Harvey, who rose to fame as a finalist on
America’s Got Talent and happens to be deaf, to help us
say “Thank You!” Lots of positivity when the world needs it
most! Mandy performed a live min-concert on Instagram on
Wednesday night. It was pretty cool, as Mandy sang five songs
and world-renowned American Sign Language (ASL) translator
Amber Galloway signed the entire event, which included teaching
viewers to sign the lyrics to Somewhere Over the Rainbow. It’s
now posted on Voya’s YouTube channel.
• From May 27: At 4 p.m. EDT today, during the closing bell
ceremony, the New York Stock Exchange will recognize and
thank Voya for its efforts to support and honor the frontline
workers of the COVID-19 pandemic – thorough our social media
channels as well as Voya’s recent sponsorship of an Instagram
mini-concert featuring a live performance by America’s Got
Talent finalist Mandy Harvey. The closing bell can be viewed
here: https://www.nyse.com/bell/calendar. This recognition
is part of the NYSE’s #Gratitude campaign, which celebrates
the extraordinary steps that NYSE-listed companies are taking
during this challenging time. The NYSE closing bell will be
featured on CNBC as well as the NYSE’s social media channels.
The attached image of Mandy with Rod at our most recent One
Voya Day conference will be featured during the closing bell.
We have been very involved. Moving forward, we will continue to
be active. Returning to the office, whenever that occurs, will be a
big undertaking. And racial injustice will continue to be a priority.

35
Yes and it will continue. We talk on an ongoing basis and our
recommendations have been supported 100%.
the crisis, both internally and externally?
Are there any that are hindering your efforts to respond?
We have been using Zoom for mass conference calls and virtual
town halls. Challenges are on the other end, as employee work-
from-home situations vary widely – we have been working to
accommodate them.
As our CEO shared during an interview, during times of crisis,
organizations act based on their values and culture. Everyone can
look good when times are good. When times are challenging, you
can see whose values, culture and purpose are genuine.
Throughout the crisis, as employees have asked about hypothetical
things that could happen and what the company would do, I have
told them that we will also make decisions based on the health and
safety of our people. That is the one answer for the hundreds of
scenario-based questions that could be asked.
Also, purpose, culture and values – and their authenticity – have
been demonstrated in organizational responses to racial injustice
and societal unrest.

36
COVID?
All of our employee survey scores have sustained or improved. Productivity has also
sustained for the vast majority of the organization.
Virtual Town Halls have been the most effective because employees can ask questions and
hear responses real-time. In times of crisis, two-way communications with leaders is critical.
We have an anniversary survey for each employee, and their responses provide rolling, real-
time feedback.
companies are taking a backseat to handle the crisis. How are you ensuring DEI
remains a priority or have you had to put your efforts on hold?
Our DI efforts have increased, and we’ve gotten good feedback.
combatting racism?
We have been proactive in our communications with employees, using all of the vehicles
mentioned for COVID-19.
RTW?
We play an active role on the core team. I will be able to share more once this is finalized.
There has been more work-from-home. With more work-from-home, we are focusing
on how we engage and communicate with a greater number of remote employees.
More to come on that.
RETURN TO WORK

37
Below you will see an excerpt from our CEO’s recent message. We have also leveraged
LinkedIn for the CEO message and the videos mentioned.
Dear Colleague,
Today, on June 19, we at Voya join the rest of the nation, as well as people around the world,
in celebrating Juneteenth — the oldest nationally celebrated commemoration of the ending
of slavery in the United States.
On this date in 1865, the total emancipation of those still held as slaves was announced. This
important holiday, which gets its name from the combination of June and Nineteenth, is also
referred to as Emancipation Day, Juneteenth Independence Day and Black Independence Day.
By any name, it represents freedom and independence for African-Americans, and is an
important, historical day to celebrate — for all Americans.
On Wednesday, we announced the introduction of a Diversity Celebration Day for each
employee on an annual basis. This flexible addition to our paid time off benefit reflects our
continued efforts to evolve and advance diversity and inclusion at Voya. It also demonstrates
our continued commitment to celebrating our differences in race, gender, religion, sexual
orientation, ethnicity, disability status and lifestyle.
In my message to you last Friday, I shared the sense of optimism I’ve heard from our African-
American colleagues based on the open discussions taking place across society, and Voya,
about instances of racial injustice that have been experienced, including by our colleagues
and their families. On that day, I joined our African-American Employee Resource Group
(ERG) Open Forum, during which people from across Voya shared their perspectives on race
and injustices. I participated to listen and learn. The dialogue was candid and poignant —
and I encourage anyone who was unable to join to listen to the Open Forum recording on
Voya 360°.
While personal stories of racial injustice and discrimination are painful to hear, the positivity
of those sharing them has been inspiring. As our colleague and African-American ERG
National Chair Yasmine Lewis recently wrote in a Voya 360° Rough Drafts blog post, while
quoting her father, “Change is painful.” Like Yasmine and so many others, I am hopeful
that the pain being felt, and shared, serves as a catalyst for the change that people of all
backgrounds across our country are demanding.
Earlier this week, we saw a reason to believe that change can happen with progress made
during Pride Month. On Monday, the U.S. Supreme Court ruled to protect those who are
LGBTQ+ from workplace discrimination. To quote our colleague Brad Betlach in his Voya
360° Rough Drafts blog post, “Meaningful change seems possible. Finally, we hope.” And
as Voya’s LGBTQ+ Allies ERG Executive Sponsors Kevin Sims and Denise Nichols wrote in
a Voya 360° article, “This important ruling only became possible after decades of fighting,
protesting and advocating. As we continue to fight against racism and for equality for
marginalized groups, this Supreme Court ruling is a reminder that, while progress may be
slow, and painful at times, with diligence and commitment, change is possible.” Well said!
As I shared on my podcast last week, all of our ERGs — including our African-American and
LGBTQ+ ERGs — are open to everyone at Voya. All are welcome to join — including allies.
Thank you for all that you’re doing to help our customers and each other. Have a great
weekend.

38
Gary F. Grates
President, W2O Group
Gary F. Grates, President of W2O Group,
is a globally renowned, recognized,
and respected expert in corporate
communications, change management,
employee engagement, and corporate
strategy.
At W2O, he oversees the corporate/
strategy portfolio in addition to
industry and academic outreach. Grates
established and led the global Change/
Employee Engagement Practice at
Edelman and served as Vice President-
Corporate Communications/North
America at General Motors Corporation
for North America Region.
Grates is co-director of the W2O Center
for Social Commerce at Syracuse
University’s Newhouse School of
Public Communications.
Twitter handle: @GaryGrates
In the Search for Truth, “Meaning” Matters Most
As a global marketing and communications firm specializing in the
health care sector with analytics and insights at the core of our
client partnerships, W2O has been engaged in the COVID situation
from aggregator, supporter, counselor, critical voice, to client partner.
As such, we have experienced the pandemic from multiple angles.
In each case the measure of our learning stems from a thirst for
truth but in seeking such wisdom the only thing worth knowing
is meaning. The why behind the what, where, and how. Below is a
summation of key learnings meant to increase our knowledge of the
role of communications during such a tumultuous, uncertain time.
Let’s start with internal communications. Leaders are finding out
two things about internal communications.
The first is that it’s working. The content, cadence, platforms,
connections, tonality and frequency are moving employees across
a spectrum of learning allowing them to make the arguments
themselves and strengthening trust and confidence. In our firm,
silos have been broken as people operate seamlessly in a virtual
environment. Similarly, we are seeing the same in many of our
large global clients. This is due primarily to effective, strategic
internal communications. Important elements of internal
communications during this time are - empathy; facts; timeliness;
feedback; actions; and depth. Secondly, in other organizations,
internal communications have been woefully ineffective. Much
of it due to years of neglect. No investment. Tactical. Lower level
staff in charge. A key take-away in this regard is COVID is elevating
internal communications to a strategic area with the requisite
funding necessary to keep ahead of a changing workforce.
A key insight from COVID from an internal communications
standpoint is that organizational confidence must be a focus for
leaders even more so than productivity. Productivity is an outcome
of confidence. Confidence is an outcome of information, trust,
and positivity about the future. We are witnessing leaders in a
variety of organizations including our own operate with humility,
emotional awareness, and calmness never making predictions or
judgements but dealing with events rationally.
The next area to consider is outreach. Some companies have
gone insular since the pandemic began, choosing to wait out the
situation rather than engage more deeply. At W2O, our founder

39
and CEO, Jim Weiss, a veteran of the health care industry, has been
leading efforts on behalf of the firm with the industry but also with
clients in vaccine development, ventilator and PPE distribution,
testing, employee engagement, and HR policies around mental
health, to address myriad needs to solving the crisis. Being so
deeply involved in the process provides weekly and daily forums
to engage our staff in these activities raising morale, productivity
and confidence. Many of our clients are either involved in vaccine
development, testing, or some level of support in finding a
solution. And all clients are dealing with employee challenges
and the move back to the next normal and what that entails.
This means most if not all of our staff are actively involved in the
pandemic in one way or the other sharing insights and lessons
along with practices with their colleagues.
A third component to discern is corporate culture. This is where
purpose comes in. In a virtual working world, the transference of
culture becomes even more acute. Do your values hold true? Do
your operating principles continue? In a virtual working world
are people invisible? Luckily, what we’ve experienced as both
W2O and with our clients is that culture has become even more
important and hardened during this pandemic. Respect, value,
purpose, integrity are shining through collapsing silos and political
barriers as people forge a better way to exist.
COVID-19 has certainly upended the entire world. IPR and
Peppercomm through their timely and important research is
keeping the profession complete with information to find the truth
and more importantly the meaning behind it. We are grateful for
the chance to share an additional swath of the COVID picture and
hope it adds to your understanding.

40
Jon Harris
Senior Vice President and
Conagra Brands
Jon Harris is Senior Vice President
and Chief Communications Officer for
Conagra Brands. He is responsible for
the strategic development, direction
and implementation of corporate
communication and reputation
management programs across the
organization. Jon also oversees the
Conagra Brands Foundation, as well
as corporate giving efforts. Jon joined
Conagra Brands, formerly known as
ConAgra Foods, in August 2015.
Jon is the former Chief Communications
Officer and Senior Vice President at
Hillshire Brands where he oversaw all
aspects of integrated communications.
He had previously served as Senior
Vice President, Global Communications
for Sara Lee Corporation, where he
was responsible for leading worldwide
business and marketing communications
for the company’s core food and
beverage brands and oversaw the spin-
off of the company into two pure-play,
publicly-held entities. Prior to Sara Lee,
Jon held leadership positions at Bally
Total Fitness Corporation, PepsiCo,
Ketchum Public Relations and Medicus
Public Relations. Jon holds a Bachelor
of Arts degree in Communications from
Rutgers University and is an adjunct
professor for PR Marketing at the
University of Chicago’s Graham School.
“Staying Connected” to Employees and
Community During COVID-19
Our goal throughout the pandemic is to continue to keep
employees connected, even though they are working remotely.
As an essential business and in the absence of face-to-face
communications, we wanted to make sure that the team felt
connected to the company, it’s important work and much
needed results.
We immediately created a “Staying Connected” email that includes
content about best practices for working remotely, business news,
brand news and EAP resources. “Staying Connected” also includes
a section about how we are helping our communities. “Staying
Connected” will continue as employees return to the office.
In addition, we also stepped up our video engagement tool called
“The Conagra Connection,” where I interview leaders across the
country on key topics happening throughout the company. During
the COVID-19 quarantine, we created a “home edition” that airs 2-3
times a week and was very well received by employees.
The challenging part of the pandemic is the uniqueness of it.
Companies have to learn to navigate in a new world on their own,
with very few credible resources to pull from, simply because no
one has experienced a pandemic. We found the best option is
to reach out to colleagues across the industry for validation on
communication strategies.

Leadership Perspectives: Leading and Looking Ahead Through COVID-19

Leadership Perspectives: Leading and Looking Ahead Through COVID-19

More Related Content

Leadership Perspectives: Leading and Looking Ahead Through COVID-19