This week, IABC is hosting communicators from around the globe at World Conference 2025 in scenic Vancouver, BC, Canada. The Catalyst team is on the ground, learning from experts and connecting with fellow members.
From learning how to collaborate across generations, to understanding how indigenous wisdom can drive comms strategy, real-world crisis lessons from a hurricane response in Barbados, and more, here are some of the insights we gleaned on day three of the conference, Tuesday, 10 June.
⚠️ Are We Divided … or Are We Just Too Dismissive?
Earlier this year, IABC and Zeno Group partnered with the University of Southern California (USC) Center for Public Relations to support its 10th annual Global Communication Survey. “Mind the Gap” examines generational differences and the disruptive forces reshaping PR. Led by USC’s Fred Cook, panelists from different career stages and backgrounds shared their take on AI, hybrid work, media consumption, and political polarization.
Panelists from left to right: Barby K. Siegal (Global CEO, Zeno Group), Jessica O'Callaghan (Managing Director, DeVries Global), Kamyar Naficy (Managing Director, Alberin; IABC IEB Chair 2024-2025), India Starr (USC Center for Public Relations), Fred Cook (USC Center for Public Relations)
These points resonated with the room:
- Gen Z is most optimistic about AI, seeing it as an operating system rather than a tool. Ethical use and AI literacy are becoming key hiring criteria.
- Hybrid work has staying power. Rigid in-office mandates risk disengagement, especially among younger employees.
- Feeling the pull of polarization? It’s a deliberate strategy for attention, not just a byproduct of disagreement. Communicators must be concise and platform-aware to effectively reach increasingly segmented audiences.
- Collaboration across generations requires openness and a willingness to “get out of the way” when needed.
The report found that each generation thinks they’re the most informed, a fascinating insight that points to underlying tension in a multi-generational workforce. Barby Siegal, Global CEO, Zeno Group, perhaps summed it up best during the panel: “If everyone thinks they're the most knowledgeable and that people older than them are out of touch, or people younger than them are uninformed, then we won't be able to create solutions together — because we're going to dismiss the opinions of everyone else.”
🤝 Protecting What Matters Most in the Fight for Inclusion
In 2023, 43% of Canadians reported increased difficulty telling true from false information. Today, as corporations cut DEI programs and social media platforms abandon fact-checking, misinformation only continues to rise. Dean Lobo and Eli Carmona of The 519, Canada’s largest 2SLGBTQ+ agency, shared firsthand how this is harming marginalized communities.
Dean and Eli offered practical strategies for countering misinformation and fostering community resilience in the ongoing fight for inclusion. One smart strategy a team can employ? Protecting their energy and resources by discerning when to engage and when to step back. Another antidote is remaining consistent, transparent, and heartfelt in communications and storytelling efforts.
Participants left with a framework for developing a misinformation response plan to integrate into their organization's communications strategy, and the following resources were shared for further exploration:
🌟 Look to Indigenous Leaders for Lessons in Authentic Connection
Juli Holloway, SCMP, IABC Fellow, and communications advisor at the Tulo Centre of Indigenous Economics, along with Elizabeth Bunney, founder of Elizabeth Bunney Communications, and Ben Borne founder of Symmetry PR, led us through the nuances of building authentic connections and understanding within communities, leaning on tools and techniques used by Indigenous leaders.
So what does this look like in practice? To start, communicators can focus on relationships as a guiding principle, allowing that vision to serve as a North Star. Taking it a step further, we must understand the value of deep listening and embrace the non-linear nature of relationship-building and progress.
To create meaningful connection, there are three actions communicators can take:
- Assess the level of trust that exists in the relationships you seek to foster. Determine the ideal state, ultimately reverse engineering your way to effective strategies.
- Seek out opportunities for collaboration and co-creation. Most importantly, build additional time for this work.
- Find innovative and creative ways to invest in communications.
Our expert panelists shared these resources for further reflection:
🌩️ Hands-On Crisis Comms Learned From Real Events
Christal P. Austin joined us from the Government of Barbados’ Public Affairs Department, offering her insights into a full spectrum of crisis response strategies — from denial and justification to corrective action and full apology.
Using a real-time case study based on Hurricane Beryl’s impact on the Barbados fisheries sector, she walked the room through a group scenario challenge and explored how to pivot between defensive and accommodative tactics to protect reputation and rebuild trust.
The fictionalized scenario was rooted in real events: The government of Barbados advised boat owners to store their vessels in the Bridgetown Fisheries complex ahead of a Category 1 storm. The storm’s unexpected severity destroyed nearly 70% of the fleet. Many boat owners lacked insurance, and public outrage grew. In the hands-on session, we were asked to advise the Prime Minister on a communication strategy.
Sitting in the room, we walked away with these a-ha moments:
- Crisis response is not one-size-fits-all. While being defensive can protect legal standing, it risks damaging trust. The catch-22: Accommodative strategies build credibility but come at a higher cost.
- Empathy matters. Whether you’re at fault or not, showing care for those most affected strengthens relationships and public confidence.
- Preparation is essential. Crisis communication plans should be audited regularly and include defensive and accommodative strategies. Teams should practice scenario planning to improve decision-making in the moment.
Listening to the group, we heard comms pros reconsider their typical approach to crisis communications, seeing new value in blending strategies. Christal’s real-world experience prompted reflection on how communications teams can influence internal decision-making, especially when ethics, economics, and public perception intersect.
📖 Storytelling Lives in the Intersection of Community Engagement and Data
Emma Johnston and Catalina Guran from William Osler Health System — one of Ontario, Canada’s largest community hospitals — helped us understand how effective communication strategies are rooted in data, insights, and meaningful engagement. The team regularly leverages community studies to understand public perceptions, shape strategy, and build trust.
These independent community studies gauge trust, awareness, and satisfaction, and ultimately informs their messaging, tone, and focus of communications. Soon after the first campaign launch, driven by physician-led storytelling around patient care, Osler’s reputation score grew from 42 to 43, and they are seeing further gains as the year progresses. Most impressively, the community’s perception of poor quality care dropped significantly — from 37% to 2% in two years.
These meaningful outcomes led to extending the campaign, due to high levels of participation and resonance. It also drove unsolicited patient outreach, media interest, and internal pride. Today, Emma and Catalina’s team have a solid foundation for long-term storytelling beyond physicians, with plans to feature broader care teams.
Catch up on our first recap here and stay tuned for our final recap soon, rounding up the top lessons we learned all week in Vancouver!