We named our podcast ‘Always On’ after the rapid pace of modern communications. Here, our season one guests reflect on what being “always on” means to them.
In today’s interconnected, fast-paced world, the role of communicators has evolved significantly.
Being “always on” has become a necessity, driven by the rise of digitization, multi-stakeholder environments, and the increasing complexity of global events.
But what does it mean to be “always on,” and how do communications professionals navigate its challenges? Insights from industry leaders provide a rich tapestry of strategies and perspectives on maintaining balance, leveraging tools, and thriving in this demanding environment.
The concept of “always on” refers to the continuous engagement and vigilance required in modern communications.
Ben Boyd, the former CCO at Chobani and Peloton, captures this ethos by describing his approach as fueled by curiosity. “I’m forever paying attention,” he told the Always On podcast, pointing to his consumption of diverse content—ranging from Instagram to The New York Times, The Economist, and Financial Times—as a way to stay informed.
For Boyd, when he was at Chobani, the essence of “always on” lay in drawing from the diverse perspectives of his team, which spanned generations and backgrounds. This collective intelligence ensured that the organization benefitted from varied insights and remained smarter as a whole.
Similarly, Médard Schoenmaeckers, CCO at Boehringer Ingelheim, highlights the need for agility in communications. “If you’re not agile, you cannot survive,” he asserts, emphasizing the importance of adapting to constant change while defining what “always on” means individually. Agility, he believes, is a critical trait for communicators to thrive in this ever-evolving profession.
Technology and data play pivotal roles in staying “always on.” Today’s communicators need to consider geopolitical, economic, and social events when crafting strategies, making real-time tools essential to filter noise and focus on relevant issues.
For many CCOs, these tools involve real-time media monitoring, social listening and stakeholder tracking — with the latter providing the most detailed and nuanced understanding of how relevant audiences perceive their business and are likely to behave towards it.
While reputational research provides invaluable insights, Ian Louden, Head of Brand, Worldwide at ArcelorMittal, cautions against collecting data without actionable outcomes. Instead, he stresses the need for a deliberate approach that balances instinct with evidence-based strategies. Louden also believes transitioning to a data-driven culture can be challenging for leadership, requiring a shift in mindset and priorities.
The “always on” nature of communications demands careful management to maintain a healthy work-life balance.
Hasbro’s CCO, Roberta Thomson, juggles a demanding career with parenting and stresses the importance of flexibility. “If my son has a special assembly at school, I’ll be there no matter what,” she says, highlighting how she integrates personal priorities with professional responsibilities. Thomson also draws strength from a supportive network of peers, sharing insights and celebrating successes through a WhatsApp group of fellow communications officers.
For Louden, setting boundaries is crucial. He recounts how he avoids checking his work phone before bed to prevent it from affecting his sleep and overall well-being.
Similarly, Torod Neptune, Chief of Marketing and Communications at Medtronic, acknowledges the tension between professional demands and personal aspirations.
While he aspires to eight hours of sleep, the unpredictable nature of global events often disrupts this goal. Neptune underscores the importance of maintaining awareness while also broadening one’s perspective through diverse connections and news sources.
Kim Larsen, CCO at the Dutch bank ING, points to a growing need for communicators to filter out distractions. “You can wake up every day and go on X, TikTok, or Reddit… If you think that’s your job, you will die,” he cautions, stressing the importance of prioritizing meaningful issues aligned with organizational goals.
Larsen observes a shift from individual responsibility to collective awareness, where organizations must develop the capacity to navigate complex environments. This approach ensures better decision-making and distributes the burden of “always on” responsibilities across teams.
Collaboration and shared accountability emerge as recurring themes in managing the demands of “always on” roles.
Schoenmaeckers appreciates the shared responsibility within his organization, where the leadership team collectively ensures nothing critical is overlooked. This shared vigilance lightens the load on individual communicators and fosters a supportive work environment.
Similarly, Neptune underscores the value of diverse perspectives in broadening the aperture of understanding. He connects with a network of professionals to avoid falling into echo chambers and ensures his organization remains attuned to a wide range of views and issues.
This intentional effort to counteract tribalism is vital in today’s polarized landscape, allowing communicators to remain informed and effective.
While the “always on” culture can be demanding, many professionals find it fulfilling when aligned with their passions and values.
Thomson views unexpected challenges as opportunities to make a meaningful impact, noting that working for a company she admires makes the job’s demands more rewarding. For Boyd, curiosity is both a tool and a mindset, driving his engagement with the world and his team.
Ultimately, defining “always on” is a personal journey. Schoenmaeckers advises communicators to set boundaries that prevent burnout, focusing on what truly matters while maintaining agility and responsiveness. Larsen echoes this sentiment, emphasizing the need for clear priorities and purpose.
In conclusion, the “always on” era in communications is both a challenge and an opportunity.
Professionals must balance vigilance with self-care, embrace data while trusting instincts, and cultivate diverse perspectives to navigate complexity. By defining what “always on” means for themselves and their teams, communicators can thrive in this dynamic field, making meaningful contributions to their organizations and the broader world.
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