Everything I Needed to Know About Business I Learned from My Summer Job  

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Summer jobs are a quintessential part of many young people’s lives. While at the time those jobs are about making money, they also help build important foundational skills essential to later professional roles. So, to kick off August, we thought we would share some insights from our team and what they learned from their childhood summer jobs.  

Eileen: One of my earliest summer jobs was working the counter at the neighborhood Dairy Queen®. Lines went up the block on hot summer nights with families, rowdy kids and classmates eager to get their cones and Blizzards® I had to learn to approach a stressful situation with an I-can-do-this attitude. I wasn’t providing life-saving services, but these people wanted their DQ fix and they didn’t want to spend the whole night waiting in line. I learned to face the long line with a smile and good humor (not the other ice cream brand). I learned to embrace a sense of urgency, to listen (sprinkles or no sprinkles was critical), navigate difficult people and deliver results in a timely manner (a soft serve on a steamy day). 

Rod: I spent eight years working behind the counter at McDonald’s. It was something of a family business; my Dad was director of operations for a franchisee, and my siblings and I worked in the stores he oversaw. What nearly a decade of working at McDonald’s taught me was how to navigate personalities and bring people together for a purpose, even if it was simply about serving food quickly. Finding common purpose and getting everyone working together is a skill that–developed properly–will take you far in any profession. I also learned customer-facing work can be challenging. You have to have fun in any job you do or that job can quickly burn you out. Looking back on that long, long summer job, I find you almost only remember the good times. Another thing I learned was after the age of 12, you should not pose for pictures with anyone in a costume. Those photos will surface later in life. 

Cassidy: Here are the things I learned from my summer jobs in retail and foodservice: You catch more flies with honey than with vinegar. Sometimes the best way to deal with an overtly nasty or mean customer/client is a smile and a kind word. It often takes the wind out of their sails and defuses the situation. Second, find a way to stay busy. There is often more to the job than what is outlined in the description. If you have downtime, it can be better filled with something simple like cleaning or reorganizing. Not only will this help the business thrive, but it will also showcase your value to your employer. Finally, every role is important. From answering the phones, to properly seating guests or ensuring there is enough silverware for dinner service. Each member of the team plays an important role in keeping things running smoothly and should be treated as such with an equitable balance of respect and responsibility. 

Kate: My first consistent job was at Jimmy John’s throughout high school. It was the first time I worked on a team and saw the value of a strong one. A great team can turn even the most chaotic days into something that feels fun or at least fulfilling and builds a culture that is both productive and motivating. I also saw the impact of being set up for success, and what happens when you’re not. From a fully stocked station to a thorough and feasible to-do list, doing a job unprepared can bring on unnecessary stress, cause missed deadlines and leave clients and customers frustrated. Finally, the customer service skills I learned at Jimmy John’s planted the seed for client interactions in my career. Whether a routine interaction, or managing challenges, those early experiences taught me professionalism, patience and how to think on the fly. 

Hari: When I was younger, I worked at a local hospital helping cancer patients sign up for electronic medical records. Many of the patients were older and hesitant to have their information online. The experience taught me the value of compassionate communications and patience as I worked to explain how electronic medical records could make their lives easier and walked them through how to use their medical portal. 

Alex: I worked at a hardware store in high school, specifically in the cabinets and appliances department. Believe it or not, there’s quite a bit of crossover between that retail hardware job and my professional career. My hardware store job taught me how to manage difficult or demanding customers/people. Not everyone will be respectful, and sometimes you feel the brunt of whatever is happening in that person’s day. I learned how to stay calm under pressure, ask the right questions and keep conversations on track—even if a customer was frustrated, confused or indecisive. Encountering these interactions taught me how to respond and guide someone toward solutions without overpromising. I learned the value of smart communication. Part of my job was to design kitchens, not designer with custom drawers, etc., but pre-fab cabinets and countertops, very rudimentary. Most people who came in for design consultation had a basic idea of what they wanted, but it was our job to help bring their ideas into sharper focus. This included understanding how to communicate clearly and with conviction. 

Bianca: When I was in high school and college, I worked at my family’s seafood restaurant. In food service, you interact with people from all backgrounds, and I think it sets up those who survive the more difficult customer interactions for success later on in their professional lives. As a result of many holiday weekends, I learned how to maintain patience and focus so I could still deliver in stressful situations.  

Liz: When I was younger, I agreed to babysit two very young children, and I had no previous experience. My summer job taught me patience and listening are valuable skills in everyday life. I learned about being present and following through with questions as ways to keep everyone happy and staying on track with what needed to be done.  

John: At 15 or 16, I was a summer camp counselor where kids roamed from room to room to sculpt Play-Doh, draw, read, make cards for parents and play or watch kickball. It’s a reminder that leaving room for the brain to “play” is critical. In work settings on multiple occasions, I’ve bonded with colleagues more during 20 minutes of laser tag than sharing an office for years. The interpersonal connections that form in those moments can be priceless.

Send-off for Public Relations Manager Hari Rajagopalan

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Public relations is all about relationships–the people behind the stories. That’s why we’d like to highlight Account Manager Hari Rajagopalan as he prepares to start a master’s program in the fall. We hope you enjoy learning more about one of our team members as we wish him well in his next chapter.  

  1. Where are you going to school?  

In August, I’ll be starting school at the University of Michigan’s Ross School of Business to earn an MBA.  

  1. What are you most looking forward to for your move? How will you adjust to the colder weather?  

I’m looking forward to exploring a new town. I’ve never lived in the Midwest and have only visited Ann Arbor once. I can’t wait to meet new people from a wide variety of backgrounds through my MBA program, try new restaurants and see new sights. 

The colder weather and snow will be an adjustment, and I’ll start that adjustment by buying a real winter coat and some hand warmers. I think it’ll be fun getting used to a new climate and working around the snow and other weather challenges I’ll experience while there. 

  1. What prompted your decision to pursue an MBA?  

I felt ready to try something new. I’m incredibly grateful for the time I’ve spent working in PR, but I believe that skill development and continuing education are vital to becoming a more well-rounded person. I think an MBA will help develop my analytical skillset, whether that ends up being back in the PR space or in another field entirely. 

  1. How do you plan to marry your MBA with your PR experience?  

My PR experience is a great starting point for business school. Navigating fast moving media opportunities, balancing client needs and media expectations, and learning how to advise clients to best support their reputation and brand have taught me the importance of effective, concise communications, empathy and adaptability. These skills will prove critical as I’m asked to evaluate other businesses and develop tactics and strategies for growth. 

  1. What was your favorite PR career memory? 

My favorite memory in PR was working with one of our clients on a campaign for the St. Baldrick’s Foundation. Seeing our work directly impact and support a nonprofit making a real difference in our community and beyond was extremely rewarding and exciting. And getting to see the Mummers at their head-shaving fundraiser was an added benefit to supporting the campaign. 

  1. As you make the transition from full-time work to full-time student, what changes do you think will have the biggest impact on your day-to-day and how do you plan to adjust to the change? 

The transition will be difficult. Attending classes will require an entirely different mindset and it has been years since I last was in a formal class setting. To adjust, I’ll be taking some online courses in my spare time this summer and trying to get ahead of some of the work I have lined up for the fall. I think starting classes early, even in an online setting, will help adjust my brain to be ready for these new challenges. 

  1. Any other big life updates you would like to share? 

Next year will be a busy year! In the winter, I’ll be traveling to India to marry my fiancée in a traditional Indian ceremony. Then, in the Spring, we’ll be married again in New Jersey. I’m looking forward to it all, even if it will be chaotic to navigate. 

The Velvet Rope is Gone. Today’s Executives Must Be Aware of the Public Eye and Act Accordingly

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Executives behaving badly, particularly CEOs, is nothing new. But in an era where anyone with a phone is de facto paparazzi, every Instagram story becomes Exhibit A in the court of public opinion. It’s become clear C-suites can no longer operate exclusively behind closed doors. Corporate leaders, once protected by layers of privacy, PR and legal gatekeeping, are now finding themselves subject to a bright, unrelenting, and at times, unforgiving spotlight.

The expectations for executive conduct haven’t necessarily changed, but the surrounding environment and the stakes certainly have. When an executive, particularly the CEO, says one thing and does the opposite, it erodes trust quickly. For example, a CEO demanding that employees endure daily office commutes, only to work remotely from St. Barts, sends a very clear message to employees and the public that they see themselves as an exception to the rule.

Additionally, we’ve entered into an era of “optics-driven accountability.” Perceptions will shape the narrative faster than the facts will surface – and boards need to recognize that as well as the value a good comms team can bring to play in these situations. Just a screenshot, a caption and a handful of internet sleuths with time on their hands have the power to shape a narrative.

Of course, this brings to mind the recent viral incident of Astronomer CEO Andy Byron caught on the jumbotron at a Coldplay concert in Boston, embracing the company’s head of HR, Kristin Cabot. The moment raged across social media, quickly raising questions about an alleged affair. It also continues to generate endless mimicry and judgment of a CEO engaging in such a public display with an employee. The company’s board quickly launched an investigation, and Byron resigned shortly after the incident. No crime was committed, but all the same, the company was thrust into uncomfortable optics of blurred boundaries that CEOs regularly cross and a storyline that quickly outpaced the PR team’s ability to contain it.

This is far from the only case. California Governor Gavin Newsom famously dined, indoors, at French Laundry, amid one of the strictest COVID lockdowns in the country. The public became outraged by the perceived hypocrisy of being stuck at home, FaceTiming friends and family and ordering DoorDash while a public figure sidestepped the very rules he imposed. Again, countless headlines, social media posts and memes followed.

On a slightly smaller scale, a CEO of a Florida-based insurance company made headlines this July after his wife’s social media posts highlighted their extravagant lifestyle – luxury cars, private planes and yachts, designer bags, clothes and jewelry. While there was seemingly no misconduct, the posts ignited a social media firestorm and drew widespread media attention. The backlash quickly escalated, with consumer advocates and even elected officials weighing in. Many Florida homeowners, already grappling with rocketing premiums and shrinking coverage options, found the display as emblematic of a deeper disconnect between wealthy executives and the public.

These incidents, and others like them, highlight a new reality: C-suites are as visible outside the office as they are inside. They are now part of the story whether they intend to be or not. Choices matter – behavior in and outside the “office” – can signal values, and intent. And in a world full of corporate messaging, actions often speak louder than an entire comms team.

So, what is company leadership to do?

Encourage executives to practice conscious transparency. This doesn’t mean living ascetically; it just means living in alignment with the company and personal values. For example, if the company just laid off staff, don’t post a video calling it a “difficult decision” from the luxury penthouse. If customers and employees are making sacrifices, don’t show off excessively. If the brand stands for integrity, make sure executive conduct reinforces it.

Lean into the expertise of your comms team. Reputational equity is as valuable as financial equity. Consumers latch onto brands, and leaders, that align with their values. Executives should work with their comms teams to make sure the optics they present as an individual are in line with the company’s mission. Experienced communications teams can help identify risks early and direct leaders away from avoidable reputational mistakes. Quiet counsel, ones that operate behind the scenes, can prevent public missteps that can put executives – and the company – in the media hot seat.

The velvet rope is gone. Individuals with cameras, notepads and press credentials are no longer the only means for a story taking hold. The court of public opinion is in control and armed with its own tools to take a story viral.

The Search is Over: Why You Need Public Relations More Than Ever

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Online searches will never be the same, and for some, this is a good thing. For others, the struggle is about to get real.

On June 30, Google initiated its 2025 Core Update. Expected to roll out over a three-week period, this new iteration of Google’s algorithm will bring significant changes to search rankings. The new algorithm will focus on high-quality content and user experience, prioritizing helpful, relevant and authoritative content.

As with everything these days, this change leans on AI. Because AI-generated summaries (a/k/a zero-click searches) are, so far, less than perfect, brands should anticipate their messaging, positioning, tone and outright fact-based details may be summarized incorrectly by Google, potentially pulling in third-party or outdated information about the brand. As a result, brand websites could experience a drop in site traffic beginning this summer.

Brands can also expect to see a further decline in keyword-centric search engine optimization campaigns. Meanwhile, optimizing for voice, visual and video search will become of increased importance. This is already happening as organic search results are pushed further down by Google as more real estate goes to paid advertising, sponsored content and Google’s own products.

At the heart of these changes are brand authority and credibility. Those who lack a strong online presence—meaning frequent, engaging and varied source content—will be left behind in this new era of online search. For brands, public relations should be considered an increasingly critical tool for reputation management, promotion and search more generally.

The Credibility Factor

Creating frequent, original content, in a myriad of ways across a range of websites and social channels, is the best and most effective response to this seismic shift in online search.

PR pros can employ a range of tools to meet the changing landscape of search driven by AI. Securing multiple and regular opportunities for subject matter experts or brand leaders to represent their organizations outside of owned media (brand websites, blogs, social channels, etc.), will be paramount. These can include:

  • Podcasts, audio as well as video
  • Trade publication media interviews
  • Contributed articles to trade and other vertical media outlets
  • Guest blogs
  • Tier One media interviews or opinion pieces (i.e., Wall Street Journal, FOX News, Financial Times, The New York Times, etc.)

Additionally, brands will need to focus more on their owned content as part of their response to this change. Creating more robust content on platforms like LinkedIn Company Pages, brand websites and blogs, newsletters and online video content will be critical. Additionally, brand leaders will need to rethink the look, tone and substance of that content by unloading jargon and using more casual language to increase the likelihood of being found as voice search continues to grow.

As of June 2025, digital marketing firm SevenAtoms reported one in five global internet users now employ voice commands to search online, with 153.5 million U.S. adults expected to use voice assistants in 2025. That content will also need to incorporate more brand-focused Q&A information to respond to both voice and conversational search terms as traditional SEO continues to decline. Finally, it will be important to maximize brand websites for rapid loading as well as speedy mobile optimization.

When a brand’s public relations team secures credible, third-party media coverage and mentions in relevant, reputable media, this content will provide much of the high value, authoritative signals now prioritized in all search through varied placements and backlinks. Credibility, context and expertise are all core tenets of any effective public relations campaign, making PR the most effective way to help brands insulate themselves from the pace of change. Done well and with frequent, authoritative content and sources, some brands may see their search results improve overtime, allowing their SEO dollars to be repurposed elsewhere, perhaps to their public relations campaigns, as competition for human eyeballs continues to grow almost as quickly as the pace of AI adoption.

Mission (Im)possible: Securing Quality Coverage in a Busy News Cycle

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In the media world, specifically earned media, timing is everything. When a major global or even regional event dominates headlines–whether it’s an election, economic crisis, natural disaster or cultural flashpoint—an already competitive media terrain becomes significantly more challenging to navigate. During these high-stakes news cycles, off-topic coverage opportunities shrink while competition for news desks’ attention intensifies on the topic DuJour. And yet, public relations professionals are still required to deliver results for their clients. Dare I say: it may seem like a “mission impossible.”

This expectation is not misplaced. An experienced public relations team knows how to assess a shifting landscape, identify new angles and pivot to fit changing narratives. However, this challenge-success dynamic is rarely achieved in isolation. Behind every story placement secured during a challenging news cycle is a strategic collaboration between the public relations team and the client. These collaborations are built on trust, agility and shared understanding of the exact message to be delivered.

Break News, Not Your Pitch

Understanding how to secure media coverage during turbulent periods requires a clear grasp of what makes these cycles so daunting. Increasingly, media outlets of all sizes operate with limited bandwidth, both in terms of space and staffing. When a major story breaks, editorial priorities narrow. Feature stories, particularly those not tied to the day’s breaking headlines, are dropped. Industry reporters and editors may be called upon to bolster the ranks of breaking news teams or to transfer their efforts to broader, related stories.

For PR practitioners, a major news event can mean a compelling angle that worked last week, or even yesterday, may now be irrelevant. Press announcements will likely go unread. Thoughtfully curated pitches will likely be drowned out by sexier storylines. In these moments, cookie-cutter PR tactics fall flat, requiring teams to think outside the box and with greater precision.

Opportunities do exist in crowded news cycles; They just require a new lens rather than big, bold actions. Brands and their PR teams must find ways to stay relevant as news evolves and various topics circulate through the news cycle. One strategy might involve aligning commentary with a broader narrative or frontline experience— that angle might still find a place, even when newsrooms are stretched thin.

In other cases, the best course of action is to shift scenes, even temporarily. If the broadcast spotlight isn’t available, it may be worth building momentum elsewhere. Redirecting outreach toward regional outlets, industry trades or podcasts still running on normal editorial timelines can keep the story moving. These opportunities provide meaningful visibility and help maintain narrative continuity until the right opportunity with bigger media targets arise.

Radio Silence and Soundbites: What client can do to keep stories alive

Clients play a critical role in making these pivots possible. The most successful partnerships during crowded or chaotic news moments are those where clients remain responsive, adaptable and open to recalibration. That might mean fast-tracking internal approvals to meet deadlines or dropping everything to speak with a reporter. It might even involve rethinking a thought leadership angle or surfacing fresh insights that haven’t yet seen the light of day.

Equally crucial is a willingness to listen. Public relations firms bring strong media relationships and editorial instincts. When it’s recommended to pause a campaign or hold a story pitch for better timing, it’s to be sensitive to what’s taking place in the news cycle. It’s akin to a director calling “cut” mid-scene to protect the bigger picture. The goal is to preserve credibility and maximize long-term impact, even if it means temporarily shelving a story idea.

Difficult news cycles don’t always erase opportunities. They simply raise the bar, requiring sharper coordination and smarter, data-driven storytelling. Ultimately, success in a busy or breaking news cycle is more about choosing your moment rather than brute-forcing a story into media.

Public and media relations wins during impossible news cycles are rarely achieved by heroic acts. They are a result of an ensemble effort involving agency-client coordination, real-time strategy adjustments, and a focus on telling both a well-considered and well-timed story to an audience that is willing to engage. When that alignment clicks, even the most crowded news cycle can turn into an unexpected opportunity.

The Secret to Great Public Relations: Client Candor

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This July marks the start of Kimball Hughes Public Relations’ 30th year in business. Reflecting on the agency’s history along with my own 22-year run as a PR professional, I’ve thought a lot about some of the most valuable PR lessons, for agencies and organizations that hire them. The one I keep coming back to is this: stop selling. And I’m talking to the clients. 

Of course, agencies of all kinds, at least in the beginning, need to sell clients on hiring them. Meanwhile an interesting, frequent and largely unspoken parallel exists where clients—for- and non-profits alike—continue to sell themselves to their agencies well after contracts are signed.  

What I mean is this: As the agency employees meet with subject matter experts or hold meetings with leadership, the organization will present its products, services, market position and even its executives as the best, most innovative, most insightful people and products within their space. While some of that may be (hopefully) true, there’s a bit of salesmanship involved. Put another way, if you aren’t telling your PR team about concerns, pain points, missteps or potential obstacles, you are setting up your messaging partners as well as your organization for potential disaster.  

Could This Be a Problem? 

My favorite example, now 20 years in my professional rear-view window, was when I worked with a large multi-national company. They faced no challenges, and every employee was the best and the brightest professional to be found. During our initial discovery, I asked if there were any areas of concern, topics to avoid or past issues that might create complications with the media. Nothing. The horizon was wide, bright and full of promise, or so I was told. In fact, their leadership team seemed put off by my question. 

Months later, I received a call on a Friday afternoon. One of their executives had been convicted of a crime almost one year prior, and on the upcoming Monday this executive would be in court for sentencing. Could this be a problem, asked my contact from within the company? Emphatically, yes, I responded.  

Because this executive had not worked for the client at the time the charges, and the later conviction, came down, the company’s name had not been connected to the scandal. This executive was not on the list of media-facing representatives of the company, so none of this came to light during discovery. Senior leadership had not been forthcoming, and our team didn’t know this executive was even employed by the client.  

I spent the weekend scrambling to pull together a crisis communications strategy. And while the executive’s conviction led to wall-to-wall media coverage, the client was not mentioned. The media couldn’t imagine, given his crime, that anyone would employ him. But he was a childhood friend of the CEO who helped him with a job while he awaited sentencing. The press simply didn’t investigate his work history post-conviction and LinkedIn wasn’t wildly adopted at the time.  

Because the client wanted to present everything in the most positive light possible, they missed an opportunity to better protect the company, its employees and its customers. In the above example, disaster was averted by dumb luck. In the interconnected, all-online world of today, I don’t believe such a near miss would again be possible. 

Honest Assessments Matter 

No one wants to start a new relationship with dirty laundry. Many a first date has probably tanked a potential relationship by employing absolute candor. While not recommended for a first date, absolute candor is mission critical when onboarding a public relations agency. PR professionals are only as effective as the information clients provide. By failing to share information about challenges, concerns or potential obstacles, clients tie the hands of their agency partners to do their jobs effectively. PR partners are best positioned to help protect client reputations from unnecessary harm, but only if they know the messages to amplify as well as sensitive areas to avoid or plan around. 

If you are considering hiring a public relations agency, the most valuable advice I can offer is to be absolutely candid about the good and bad; what you want to talk about and the issues that keep leadership (and maybe HR) up at night. There is power in doing so, and complete transparency can create an extremely productive partnership to both promote and protect hard-won reputations.

Diddy’s Silence Spoke Volumes: Why Secrets Are Toxic to Crisis Public Relations

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When a brand or a public figure waits too long to tell the truth, they rarely escape the gravitational pull of a crisis unscathed. Whether it’s the ENRON scandal of 2001, Bernie Madoff’s 2009 arrest or the failed 2017 Fyre Festival, one common thread rings true; you can only evade the truth for so long.

Making recent headlines is Sean “Diddy” Combs’ ongoing public downfall. After decades of alleged abuse and misconduct from multiple sources, Combs is facing mounting legal and reputational crises. The musician and producer’s situation is a worst-case scenario from a PR perspective; a stream of headlines that could have been prevented with a wider perspective and proactive approach.

Don’t Let the Crisis Define the Timeline

In May 2024, CNN released a video of Combs from 2016 that showed a violent interaction with his former girlfriend Cassie Ventura after she filed a lawsuit against him in 2023. Allegations quickly began to accumulate, each one painting a more tainted picture than the last. CNN’s video was a turning point for Combs’ case in terms of his reputation and control of the narrative. What could have possibly been one or a few headlines became a viral cultural moment. For months, hundreds of allegations surfaced and by October 2024, an attorney announced he was representing 120 accusers with sexual misconduct allegations against Combs.

For PR to be effective, you cannot allow third parties, in this case the media, to define the narrative. This is paramount. Crisis teams are brought in to either diffuse or help to ensure a factual story, rather than lighting more fires. To do so, public relations professionals need every detail, every time stamp and every skeleton out of the closet from the very start.

Get the All the Facts Out

Secrecy is a dangerous thing in public relations. A slow cadence of new details like in Combs’ situation keeps a story alive and slowly tears down public trust. Letting the PR team know the details, and what might be out there waiting to be found, can give these professionals the tools they need to take a bit of the wind out of the media storm that just won’t seem to quit.

Speaking to your PR team could be viewed similarly to speaking with an attorney insomuch as all the details, warts and all, need to be shared with the PR team, with whom should have a non-disclosure agreement, up front. Being transparent and thorough with the crisis team early on, no matter how difficult, will help businesses avoid a slow leak of damaging stories and details. Sometimes the situation is simply bad, as in the case of Combs. Even in these scenarios, there can be a benefit to taking some measure of responsibility and trying to shape the narrative; not with spin, but with facts and taking a measure or responsibility. While doing so may not mitigate the public’s interest, it can sometimes allow you to get everything out at once which can, in some instances, shorten the lifespan of media coverage and attention. Once a crisis team is equipped with the full scope of a problem, they can work with business leaders to shape a fact-based narrative around it and try to develop a reasonable plan through the situation. Rarely can one avoid or go around a situation like Comb’s without some obvious reputational damage, even under the best of circumstances.

The Value of a Crisis Team That Knows the Right Questions

A good crisis team asks hard questions. They map out worst-case scenarios, poke holes, identify risks and prepare messaging that anticipates the next batch of headlines. They can only do so if they are brought into the room before the cameras start rolling, footage leaks and lawsuits multiply. In Combs’ case, every new, salacious detail draws more coverage and confirms what many had already assumed about the man. That’s the cost of self-preservation. Had his team had the full picture earlier, it may have been less of a sensational story, or at least less frequently publicized, and more focused on accountability.

In Combs’ case, his actions and behaviors have been further reinforced by past tragedies and altercations like his involvement in and reaction to the Heavy D & Puff Daddy Celebrity Charity Basketball Game stampede and the East Coast vs. West Coast hip-hop rivalry that allegedly contributed to the deaths of Tupac Shakur and The Notorious B.I.G. A crisis team will consider how a company’s past mistakes might be uncovered and rehashed in the media as a current crisis unfolds.

Secrets Don’t Age Well

While Combs’ case is particularly extreme for many reasons, any global brand or a public figure could find themselves in a crisis that plays out in the media. And when speaking with a crisis PR team, it is critical to lay all the facts out early. Anything left unsaid can quickly be found by the media, the courts or random sleuths on the internet. Owning the story and being forthcoming with information might not prevent backlash, but it does allow a crisis team the time and details necessary to manage a situation with clarity, compassion and some measure of control to ensure the client’s side of the story is told with care.

Yes, Chef: Revisiting “The Bear” for Communications Dos and Don’ts

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FX’s “The Bear”, an instant hit when it premiered in 2022, is preparing to air season four. Taking place in Chicago, the show follows a restaurant’s kitchen staff as they ping-pong across the scale of functionality. Something is always broken, staff members are constantly fighting and profitability is plummeting. It gave those with previous food experience, like me, severe deja vu, and those who have never worked in a restaurant a gritty look at how chaotic the day-to-day can be.

Two years ago, my colleague Kate Glaviano wrote a piece inspired by the show exploring kitchen skills she learned as a Chicago chef that transitioned well to her work today as a public relations manager for a busy boutique agency. A service industry veteran myself, I’d like to take that article a step further offering a few communications lessons from the highly acclaimed series.

Spoiler alert: in the show’s third season, we see “The Bear,” the upscale restaurant main character Carmy dreamed of opening with his late brother, finally open for business. But after the high of the grand opening in the season two finale, things sour through season three. The menu is changing on a constant basis, and the team feels fractured and out of step with one another, leading to high tensions that prevent the restaurant from reaching its lofty goal of attaining a Michelin star.

The kind of communications chaos seen in the fictional kitchen is bound to produce burnout. It’s not an uncommon story in the business world—a company with a talented team and solid product can’t seem to get out of its own way. This is why business leaders sometimes employ communications professionals for input on their day-to-day internal and external operations, to help set their team up for success.

Lessons from The Bear’s kitchen

As communicators, our team frequently advises clients on both internal and external communication functions. For organization leaders who sometimes do not have communications as a core function, there are lessons to learn from The Bear:

  • Don’t ignore your team: During season three, Chef de Cuisine Sydney is constantly sidelined at the restaurant. She often tries to speak with the head chef and owner, Carmy, with ideas about improving the menu, only to be ignored or to have his ideas prioritized over her own. At the end of the season, she begins to consider leaving the restaurant altogether. Radio silence is never a good sign for team morale. Your high-value team members need to feel like they’re being heard, and a good communicator can help you figure out the best way to ensure employees feel appreciated and keep difficult conversations constructive. Employees also want to be kept in the loop. A good communications team will work with you to build smart, transparent messaging to make sure your team members feel valued and critical to the company’s future.
  • Know your audience: A big point of contention among the kitchen staff in season three was the menu changing daily. While a daily menu change may not be abnormal for a fine-dining institution, most brands need to rely on consistency to build their audience. If your internal team doesn’t understand what your product or service is aimed at, no one will. Shifting priorities can lead to muddled messaging, making audiences unsure if your company is relevant to them. A communications team can serve as a sounding board for new business decisions, ensuring you stay aligned with your target audience and brand consistency.
  • Leadership sets the tone: The leadership displayed by Carmy, while effective at times, often devolves into angry outbursts. He frequently yells at his team, causing increased tension among his staff and making operations difficult. On the other hand, when he takes the time to show his team members respect and provide them with the right tools they need to succeed, the team is all the better for it. Toxic leadership can derail an otherwise talented team, stunting the growth of not only the company but also the employees. Poor communications from leadership can also trigger a crisis situation that could attract negative media attention and cause reputational damage to the brand. Leadership should work closely with a communications team to help them find a tone and personal brand that conveys empathy and transparency as well as a commitment to the company and its employees’ professional growth.

Whether The Bear restaurant can bloom into a functioning restaurant remains a question for its fourth season to address. Regardless, we can take the fictional restaurant and its kitchen chaos as a guide for what not to do with your company’s communications. Remember, just because something is working currently, doesn’t mean it will last. A big-picture communications strategy that is adaptable and responsive to your operational needs—and those can be a bear to build—can help organizations remain consistent while addressing the shifting needs of any business.

Guess Who’s Back (Again): PR Lessons From HBO Max’s Return

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There’s no shame in a branding misstep, especially when leadership knows how to recover from it. 

Last month, Warner Bros. Discovery announced the return of “HBO Max,” reversing course from the streaming platform’s 2023 rebrand to simply “Max.” What transpired in the two years since the rebrand offers a valuable lesson in brand strategy: listen to your audience and don’t be afraid to course-correct with a little humility. 

 Where Everybody Knows Your Name 

HBO is a household name, having been around since 1972 and responsible for creating publicly iconic television shows like The Sopranos, Game of Thrones and True Detective. The intention behind the rebrand of HBO Max was to convey the expansive programming that became available when HBO Max and Discovery+ merged. While logically it made sense, decisionmakers at Warner Bros. Discovery underestimated the power of the HBO name.  

HBO has a legacy. Over decades, it has gained worldwide acclaim for releasing shows with unrivaled storytelling and gripping visuals that quickly became cultural phenomenon. Removing the three recognizable and trusted letters confused the public and brand recognition took a hit. At the same time, many viewers and others could not let go of the name by force of habit. 

Recovery Mode  

When Warner Bros. Discovery announced the return of HBO Max, they could have chosen to do the about-face quietly. Afterall, many people never let the original name go. Instead, they embraced their branding 360 with humor and transparency by posting a series of promotional videos that poked fun at the name-change induced chaos. In one video, actors in HBO Max shows and movies joked about the switch, leaning into the very reaction audiences had. This is where Warner Bros. Discovery got it right. 

 Rather than doubling down or defending decisions that led to the failed rebrand, they chose to align with the audience’s perspective. They acknowledged what viewers had already decided, HBO is the brand they trust. The pivot demonstrated to viewers that their voices were not only heard, but worth listening to. 

 Three Takeaways for Brands 

For communications professionals, the HBO Max name change(s) is a masterclass in how to rebound from a branding fail with grace. Consider the following:  

  • If it isn’t broken, don’t fix it: HBO’s switch to Max removed the part of the name that had built the brand’s credibility over decades. HBO took a gamble with brand recognition and while risks can sometimes yield positive returns, this case proved that a strong brand identity is hard to come by. When considering big risk, brands should ensure they are considering their core values, what makes them recognizable and how the proposed change could be perceived by the public.  
  • Listening is part of strategy: Brand decisions may be made in boardrooms, but brand perceptions are crafted by the people. Effective public relations means staying in tune with what audiences want, how they are reacting and how to continue to engage them. In HBO’s case, many continued to refer to the brand’s streaming platform by its original name, rather than accepting the name change. If the public is not willing to jump on board, it might be time to listen, rethink and pivot. 
  • Tone matters. By responding with humor and humility, the platform made the change seem more like a silly stunt gone comically wrong rather than a corporate correction. The audience wasn’t talked down to, they were invited in. In one of the videos, Olivia Cooke, a cast member of House of Dragon, even says “why would you remove the biggest part of the branding?” HBO’s humor around the issue demonstrated transparency, proving to audiences their value while poking a little fun at the corporate blunder.  

Today’s audiences are brand-savvy, and they are not afraid to be critical. They notice when companies fumble and when they truly connect with a brand, they engage. HBO Max’s return is more than a case of a company admitting it was wrong, it serves as a reminder that sometimes the most strategic thing a brand can do is lean into a mistake with transparency, respect for audience feedback and maybe even a touch of humor. 

 HBO Max’s content hasn’t changed, the rebrand just adds clarity. The lesson? Great brands don’t just tell audiences who they are, they listen and meet their audiences where they want to be met. 

When Leadership Talks AI Without Comms, Everyone Loses

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In late April, Duolingo made headlines – not for its quirky language lessons, but for the language used by CEO Luis von Ahn. He announced an “AI-first” shift, positioning it as the nucleus of Duolingo’s business strategy. The intention was clear: innovate, lead the conversation and redefine education technology.

What followed was far from the reception von Ahn hoped to receive.

The criticism was not only focused on the use of AI, but its tone, timing and framing of the news. In particular, von Ahn’s publicly available companywide memo stating the company would “gradually stop using contractors to do work AI can handle” was seen as dismissive of the human cost of that transformation.

In the weeks that followed, Duolingo faced reputational challenges that are increasingly common when major business decisions are made without thorough evaluation of communications strategy. It’s become a timely case study evaluating how even well-intentioned innovations can falter when communications are not treated as a strategic business function.

The gap between strategy and messaging

At its core, Duolingo’s shift to AI reflects an undeniable and broad business trend. Organizations are rapidly adopting generative AI and automation to increase efficiency, reduce costs and improve scalability. While these moves are almost always declared necessary to remain competitive by leadership, they are not neutral.

When business transformation impacts people—particularly the very ones who build it— how leadership communicates matters as much as what is being communicated. In Duolingo’s case, comments from von Ahn emphasizing experimentation and efficiency, combined with previous AI-induced job reductions, raised concerns about whether the company fully considered the human element of its AI strategy.

Those concerns were further compounded by von Ahn’s comments not less than two weeks later, in which he said AI might be better suited than human teachers for educating children. An assertion that not-so-subtly suggests he envisions AI as a replacement for flesh and blood educators. While childcare services and specialized learning environments might still need human educators under such a vision, von Ahn’s remarks demonstrate a disregard for the complexities and nuances required to become a qualified teacher of future doctors, lawyers and engineers.

The absence of a clear, empathetic narrative invited public skepticism. It also created room for assumptions, misinterpretations and reputational risk. All of which undoubtedly will fall on von Ahn’s communications and risk teams to clean up. And despite the fact von Ahn recently tried to clarify his blunder by stating he “does not see AI as replacing what our employees do,” the damage has been done.

What Went Wrong: A Communications Perspective

Beyond the substance of the announcement, the problem lies in the breakdown between leadership and communications teams. When executives bypass or reduce the impact of communications teams in framing sensitive and complex topics like AI adoption or workforce changes, they not only jeopardize public perception but also expose the organization to avoidable reputational and operational risks.

This begs a significant question: How involved should communications teams be on these issues? Here’s what could happen if communications teams’ counsel is seriously considered or implemented:

  • Message discipline is strengthened across leadership: Major strategy pivots, especially those involving significantly disruptive transformations, demand carefully coordinated messaging at every level. When communications teams help shape the narrative early, they can coach executives on tone, timing and terminology, even what to avoid saying to ensure the company speaks with a unified voice.
  • Brand voice stays intact: A well-crafted message reflects the company’s values, not just a single executive’s view. Communications teams help leaders articulate bold visions without losing sight of empathy, humanity or business culture nuances.
  • The “why” remains visible: Change, good change, is easier to understand when stakeholders know the true intentions behind it. Strategic communication ensures bold moves are framed in the right context—how it will benefit users, support employees and position the company for long-term growth.

In Duolingo’s case, this proactive approach might have framed the shift to AI as a long-term value add while investing in talent and partnerships with educators. Rather, it was communicated as a pure efficiency gain and a need to be first to the detriment of human workers.

Lessons for every business leader

The Duolingo episode offers several takeaways for executives considering similar transformations:

  • Innovation is not a substitute for communication: Regardless of how forward-thinking the strategy is, it must be explained in a way that reflects empathy, clarity and foresight.
  • AI announcements require specialized messaging strategies: These are not routine product updates. Anything related to AI adoption must be treated with the same rigor and care as earnings reports, regulatory disclosures or acquisitions.
  • Internal stakeholders are your first audience: If employees feel blindsided, undervalued or expendable, the external message will most certainly fall flat.
  • Reputation is cumulative: Every comment from a CEO builds—or erodes—brand credibility. Once trust is lost, it’s difficult to get it back.

AI is here to stay, and it’s changing the way we operate. But it should also change the way we communicate. The pace of innovation must be matched by the discipline of communications strategy. Otherwise, companies not only risk internal friction and external scrutiny, but also long-term damage to their most valuable asset: trust.