As part of our blog series exploring how Massachusetts can build on our strengths in turbulent times, Denterlein president Diana Pisciotta shares thoughts on the communications questions leaders face in this current moment.
A few years ago, I promised myself I’d never again use the phrase “unprecedented times.” So I won’t. But it’s clear: we are in a period of disruptive federal decision-making with far-reaching impacts—on the economy, regional strengths like healthcare and higher education, democratic values, and care for the most vulnerable. Even as Massachusetts and its core industries face heightened risks, our state remains uniquely positioned to lead in navigating this shifting federal policy landscape.
Organizations across sectors—nonprofits, businesses, professional services, and cultural institutions—are recalibrating almost daily to gauge how these challenges will affect their business models, those they serve, their employees, and the broader community. Shrinking budgets, narrowed program scopes, and shifting political priorities mean the stakes are high.
Communications strategy in this environment is neither simple nor one-size-fits-all. But there are three questions we consistently encourage our clients and partners to consider.
To thrive amid uncertainty, leaders must ask themselves:
- What operational and reputational risks are we facing?
Before you consider how to position your organization, conduct a comprehensive risk assessment. Chances are, you’ve already done this more than once—and you’ll need to do it again. Start by identifying how federal funding decisions, policy shifts, and political pressures might impact your operations. Are you reliant on federal grants or contracts?
Does your customer/user base or donor pool depend on policies now under scrutiny? For example, if you provide healthcare to underserved communities or engineering services for federally funded infrastructure, how might policy changes jeopardize your ability to deliver?
Just as critical is understanding how your communications could amplify these risks or strengthen your position. Target’s decision to distance itself from DEI initiatives led to backlash that hit its bottom line—a cautionary tale for any organization navigating politically charged waters.
Consider how your actions align with your organization’s values or brand. If you advocate for an unpopular position, could it strengthen relationships with key constituencies or reinforce your mission? Conversely, could perceived capitulation to political pressure erode trust? In one highly visible example, Harvard’s recent pushback on an administrative dictate has earned it additional donor support, even as it has created more federal pressure.
The goal is to mitigate risk without compromising the integrity of your brand or mission.
- What is our role and purpose, and how do we articulate it?
In a constantly shifting environment, clarity is power. Define your organization’s role, purpose, and value proposition, and ensure your strategy transcends politicized rhetoric. Recent federal shifts affecting equity initiatives, immigration rights, and education funding highlight the need for messaging that underscores the imperative behind your work.
If you’re a healthcare provider or life sciences company committed to equity, focus on the tangible drivers of health outcomes—economic disparities, social determinants of health—and the necessity of tailored care models. Avoid buzzwords; instead, communicate the real-world impact of your work in ways that resonate with diverse audiences. This not only reinforces credibility but reduces the risk of your organization being reduced to a political talking point.
- How, when, and where do we advocate for what matters most?
Advocacy remains critical—even as organizations grow wary of taking public stances on issues perceived as political, polarizing, or risky. Whether you’re a for-profit or a nonprofit serving vulnerable populations, advocacy can take many forms:
- Collaborate with peers or trade groups to push for policies that sustain your operations.
- Educate policymakers about the economic and social impacts of proposed regulations.
- Engage stakeholders through targeted communications or media outreach at pivotal moments.
Importantly, advocacy doesn’t always mean going public. Sometimes, it’s as simple as assuring employees and customers that you’re monitoring developments and preparing for action. Now is the time to define what you need from federal policies and funding decisions—and plan strategically to achieve it.
A Note on Timing
These questions are designed to guide leaders through a dynamic policy environment as of April 2025. While external factors may shift rapidly, this framework supports thoughtful decision-making that balances risk mitigation with brand integrity. In times like these, Massachusetts’ blend of innovation, collaboration, and mission-driven leadership positions us to not only endure but set the standard for navigating federal uncertainty.