We’re at a pivotal moment for communications – the world feels noisier and more divided than ever. To cut through, communicators have to know what people really need, close the gaps that matter, and stay true to their values. Organizations that don’t risk losing trust.
At We. Communications, we’ve learned through decades of experience that times of transformation and disruption can bring great opportunity and new pathways forward. Complexity doesn’t have to be a barrier; it can be the unlock.
Granted, it’s not easy. That’s why I love talking to leaders who are doing it right — like Kelly Brewington, AVP, Strategic Communications, at the Robert Wood Johnson Foundation (RWJF). I sat down with Kelly for a panel We. recently hosted with ColorComm: Humanizing Complexity in Modern Communications. Kelly shared insights from her many years of experience, and I was struck by how much her observations aligned with the findings in We.’s 2025 Brands in Motion report, The World Got More Complex. Communications Got More Critical.
Some key takeaways:
Our research finds that two-thirds of communicators believe their organization excels at navigating complexity. But only 39% of audiences agree.
Bridging that gap starts with truly understanding who you’re talking to. Employees, consumers and investors share some priorities, but not all. As Kelly explained, “the first question we ask ourselves is: Who is our audience? What do we want them to think? What do we want them to feel? What do we want them to do?”
The first audience Kelly focuses on? The team itself. “Before we even launch a campaign or initiative or strategy, we need to make sure we have our own house in order, that we are communicating clearly internally. Do people know what we believe and why we do what we do that guides the work regardless of what comes next?”
Clients often ask us how to talk about purpose and values in 2025. What we tell them: the headlines may shift, but in many cases, people’s expectations haven’t – they still want companies to lead with values and social responsibility. When we surveyed people about what they most wanted to hear from brands during times of economic uncertainty, the top answer globally was “a greater emphasis on social responsibility and corporate values.”
Purpose can feel complicated right now. But it’s also what sets organizations apart – if you’re willing to speak clearly and boldly.
RWJF is doubling down on its mission to promote health equity – in language that is clear, unequivocal and courageous. Kelly shared that, “the words we use set the tone for how we are recommitting ourselves to this work throughout this year. How do we not just speak clearly, but tell the truth about what we see happening – tell the truth about where we are going, and where we want to see the world go?”
Do you cringe when a colleague says, “boil the ocean” or “circle back”? You’re not alone. Seventy-seven percent of people surveyed think organizations overuse jargon and corporate cliches.
Those buzzwords aren’t just annoying – they can push people away and dilute your message. As Kelly pointed out during our session, if we don’t understand each other internally, we can’t achieve our comms goals externally.
As Kelly put it, “jargon is getting us nowhere. It’s an impediment to reaching the folks we want to reach and to communicating our mission and vision, especially in this moment of complexity. Banish jargon and embrace plain language.”
The best way to humanize a message? Make it come from a human. We. research found that most people prefer to hear important messages from leaders, rather than a brand or organization.
RWJF President and CEO Dr. Rich Besser models this approach. His direct-to-camera LinkedIn videos, delivered with empathy and candor, have become a powerful way to connect with audiences.
What does this look like in practice? As Kelly explained, “we're leveraging his voice in places where we know he’s already a trusted voice with audiences,” adding that these messages can feel more authentic than produced television appearances. “Sometimes you need to just speak direct-to-camera and explain what the issue is and why it matters to the audience.”
Where does AI fit into all this talk of human connection? Surprisingly well.
In our global survey, respondents told us they care more about what a message says than how it’s made. If AI helps create it, that’s fine – as long as it’s thoughtful and well-written.
This confirms what we all intuitively know: Good messaging is good messaging. If AI can help you get there, great. The communicator’s job is to know when AI enhances the connection – and when a message truly needs a human voice.
During our talk, Kelly expressed some healthy skepticism about AI tools, and she’s committed to educating herself and her team about them to ensure the use these tools wisely.
I appreciate this approach. AI tools like ChatGPT or Copilot can speed up drafting and spark ideas. But they’re only as smart as the humans guiding them – and it’s always on us to bring the judgment, context and accountability.
As we wrapped up, Kelly reminded the audience, women from diverse backgrounds, that their experience extends well beyond the bullet points on their resumes – it comes from their communities, families, their lives. And she urged them to bring those experiences into their work – to find their own guiding purpose.
“It's important to ask ourselves, who do we do this work for? Do you bring those folks you are doing this work for in the room with you? In panels like this, in a million Zoom meetings that we're all in, in your emails, in your communication strategy? I think the work is richer when we do that.”
Clarity comes from courage – and that courage starts with us.
Introducing a Board-Level Framework to Monitor — and Influence — Reputation Value and Risk
If Part 1 of this article made the case for embracing complexity, this second part explores what it means to lead through it, and why communicators must now operate at the heart of organisational strategy.
ESG communications, what went wrong? The issue lies not in the intent but in the way the story was told. In what was left out.
Introducing a Board-Level Framework to Monitor — and Influence — Reputation Value and Risk
If Part 1 of this article made the case for embracing complexity, this second part explores what it means to lead through it, and why communicators must now operate at the heart of organisational strategy.
ESG communications, what went wrong? The issue lies not in the intent but in the way the story was told. In what was left out.
