Permanent scars, improvisation and new paths forward: communication agency leadership responses to COVID-19

Abstract

PurposeThe purpose of this paper is to provide rich, qualitative insights around internal communication in strategic communication agencies, addressing the evolutions in expectations and best practices for agency leadership through COVID-19.Design/methodology/approachQualitative interview study with 18 US-based leaders of public relations and advertising agencies to examine their experiences of leading and managing strategic communication teams during COVID-19.FindingsSynthesized findings around changes in leadership values and important facets of ongoing internal crisis communication led to the development of the following five categories—Improvisation and Flexibility, Transparency and Trust, Ownership and Embodiment, Care and Empathy, Relationships and Resilience.Originality/valueUsing a high-value sample, the study is the first (to the best of the authors' knowledge) to focus on the crucial context of agencies and internal communication around COVID-19; diversity, equity, and inclusion (DEI); and other pandemic-era challenges. It provides theoretical implications around ongoing, internal crisis communication and practical implications for agency leaders in crisis.

Guest editorial: Shifting role and challenges of internal communication in an age of workplace turbulence/disruption

“…Capizzo et al . (2024) conducted in-depth interviews with 18 USA agency leaders to discover how internal communication has changed following the COVID-19 pandemic.…”

“…The study suggests initiatives such as onboarding processes, comprehensive training and support systems (e.g. real-time assistance, tutorials and peer-support networks) to enhance employees' proficiency in utilizing ICT tools and alleviate stress associated with remote work Capizzo et al (2024). conducted in-depth interviews with 18 USA agency leaders to discover how internal communication has changed following the COVID-19 pandemic.…”