How communications professionals can navigate federal policy changes

Patrice Smith, APR is a lecturer in the Department of Journalism & Public Relations at California State University, Long Beach. Connect with her on LinkedIn or follow her on X.

A little over 30 days into a new administration, President Donald Trump has issued more than 70 executive orders, shaping policies that impact everything from DEI initiatives to employee communications. During these volatile times, brands and their communicators are tasked with navigating uncertainty, knowing when and how to respond, and staying true to their values while trying to find common ground.

During the Ragan and PR Daily Webinar “Turning Executive Orders into Practical Messaging,” experts with backgrounds spanning government relations, Capitol Hill and the executive branch shared insights on what this new administration means for brands and brand communicators and how companies can prepare for the unpredictable.

This discussion explored key topics like crisis communications and issue management, internal communications and employee messaging, the evolving conversations around DEI, breaking through the 24-hour news cycle, and strategies for public affairs and government communicators.

Below are five major key takeaways from the conversation:

• Do your homework. Find common ground and define your red lines. When navigating policy shifts under a new administration, preparation is critical. Michael Ricci, former speechwriter and communications director for Speakers John Boehner and Paul Ryan, emphasized the importance of internal research and strategic alignment. “(It’s important to) do (your) homework internally. (You have to) track the orders and memos. Do your homework and bring together the right (intersection) of leaders to find common ground.” He highlighted that it’s important to know what kind of changes your organization can absorb and where the red lines exist related to policy changes from the new administration. By staying informed and anchored in core values, brands can respond effectively to evolving government policies while maintaining their integrity.
• Educate your publics: Cut through the noise with clear, actionable information. One of the core responsibilities of public affairs professionals is raising awareness and educating diverse publics, from lawmakers to constituents nationwide. Ricci mentioned that education is a big part of cutting through the noise dominating the headlines. When asked how to break through the noise of a 24-hour news cycle, Jennifer Butler, vice president of government relations and community relations at Zillow, mentioned, “There are a lot of people who need to be educated on the issues—they are looking for resources. So that is an easy opportunity for us to talk about not only what we’re doing, but what we know and how we can contribute.” Butler added, “It’s really important to try to cut out the noise of the politics and focus on the policy — get down to what is being said in a way that is trying to move the needle forward. What is the core of the issue?”
• Have a plan and be prepared to implement it. A single tweet or remark can spark a reputational firestorm overnight. With the new administration’s sweeping policy changes and unique communication style, organizations must be proactive. It’s important to be aware of the risks facing your organization and have a scenario-based crisis communications plan so communicators, government affairs and other crucial internal business partners are equipped to respond and protect the brand’s reputation. Ricci shared that while it’s important to measure the different levels of risk in each situation, whether it’s legal risk, reputational risk, or the risk of optics, it’s also important to understand the threat level and match it with your different scenarios and situations. Justin Ángel Knighten, former associate administration for the Office of External Affairs at FEMA, reinforced the need for crisis simulations as part of crisis planning. Knighten shared that communicators should “get trained and practice making decisions in real-time (to) be able to use the input of the information to make the best judgment call. By proactively identifying risks, stress-testing crisis plans and running real-world simulations, organizations will be better equipped to handle potential situations.
• Depoliticize your message to remain focused on impact. Staying focused on the core issue rather than the political discourse surrounding the issue is key to ensuring messages are effective and resonate with the right audiences. Knighten mentioned that government communicators must rise above the noise to drive awareness to motivate behavior change. He continues by sharing, “(To) avoid the politics and avoid the chaos of the day, (you need to be) clear and concise. What is it that you’re trying to achieve? What is the goal of the communication and being clear about what the impact is and what is the change and expectations?” Butler mentions it’s about getting to the fabric versus the fringe of what’s happening — getting to the core of what is at stake to depoliticize the issue and messaging because politics is the noise.
• Be strategic. Avoid knee-jerk reactions. There’s often pressure for companies and public officials to respond to breaking news immediately. However, not every situation demands an immediate response. Organizations must differentiate between smoke and an actual fire. Butler said, “You don’t have to comment on everything. You shouldn’t comment on everything. It’s also important (to know) the difference between responding versus reacting. Reacting a knee-jerk moment versus responding is when you’re thoughtfully taking back what’s happening versus what we have to give. Then, how can you communicate that accordingly?” By prioritizing strategic, well-informed responses over hasty reactions, brands can protect their credibility, main public trust and ensure their messaging aligns with their long-term brand values.

Bonus takeaway

• Communicate more, not less. Organizations should lean into communication in times of uncertainty rather than shy away from it. When asked how to balance expectations or values when employees and stakeholders hold opposing views, Butler emphasized the importance of transparency and frequent communication. Butler says, “I believe in communicating more, not less, with your employee base.” She warned that the lack or absence of communication creates more misinformation and room for rumors. “It creates more rumors; it creates more assumptions that are (unnecessary) or helpful to the cause.”