MEMBERS BLOG

Beyond the Title: Women in Communications on Leadership, Growth and Impact

By Anmol Harjani

Every year on March 8, International Women’s Day recognizes the achievements of women across industries and communities worldwide. It is a moment to celebrate progress, acknowledge challenges, and spotlight the voices shaping the future.

In communications, leadership does not follow a single path. It is built through strategic thinking, mentorship, resilience, creativity, and a willingness to evolve. To mark the occasion, I connected with six communications leaders, Andrea Chrysanthou, APR, Chantel Cassar, Calissa Busby, Caroline De Silva, Samiha Fariha, and Gwen McGuire, who are all members of the CPRS Toronto Board, to reflect on their journeys, the lessons they carry, and the impact they hope to leave behind.

What emerged is not just a series of individual stories, but a portrait of how women are defining leadership in their own ways.

1. Andrea Chrysanthou, APR

Founder and Principal, Amplify Communications
Co-President, CPRS Toronto’s Board

Andrea’s path into communications began in journalism. As a journalist and television producer, she worked closely with communications professionals and was drawn to the idea of shaping stories before they reached the public. As a storyteller herself, it felt like a natural pivot.

A defining milestone in her leadership journey was earning her APR designation. Without a formal communications education, the accreditation gave her theoretical grounding and the confidence to continue growing her career. She credits Monica Rossa, APR, as instrumental in guiding her through that process.

Andrea believes women bring strong multi-tasking abilities and emotional intelligence to communications leadership. The ability to prioritize, meet deadlines, and craft messaging that evokes emotion and engagement remains a powerful advantage in today’s landscape.

She acknowledges that women often face unique challenges, from balancing professional and domestic expectations to navigating age-related bias. These realities have influenced how she leads, encouraging collaboration, openness, and the courage to ask questions. For her, leadership is about continuous learning. In 2026 and beyond, meaningful leadership means anticipating change, particularly around AI and evolving technologies, and adapting before becoming irrelevant.

Her advice to young women: build a network of professionals who will champion you, just as you champion them. Those relationships, she says, are invaluable to both career growth and personal resilience.

2. Chantel Cassar

Co-Founder, Category Communications
Corporate Community Chair, CPRS Toronto’s Board

Chantel’s career began in experiential marketing, where she worked with brands to bring experiences to life. The intersection of creativity, storytelling, and strategy naturally led her to public relations. With a background in sociology and psychology, she has always been fascinated by what makes people pay attention, trust, and connect.

What keeps her in communications is its constant evolution. From shifting platforms to the rise of AI and Answer Engine Optimization (AEO), the industry demands adaptability and curiosity.

Rather than a single defining moment, Chantel’s leadership style has been shaped by working alongside strong female leaders and absorbing lessons from each experience. She believes women bring emotional intelligence, empathy, and relational awareness to leadership — qualities essential in navigating nuance and managing complex stakeholder relationships.

Having experienced imposter syndrome herself, she is intentional about mentoring young professionals. She often reminds them not to let their own minds become barriers, reinforcing encouragement with specific, constructive feedback.

Today, her approach to decision-making is grounded in decisiveness and accountability. Instead of overanalyzing outcomes, she focuses on making decisions and ensuring they succeed through follow-through. For Chantel, meaningful leadership in 2026 will centre on care and consistency — caring deeply about people and the work, and showing up for both every day.

3. Calissa Busby

Account Coordinator, Kaiser & Partners
Membership Director, CPRS Toronto’s Board

Calissa was drawn to communications by the power of storytelling and its ability to shift perception and create opportunity. As an international student moving from St. Maarten to Toronto, she experienced firsthand how communication opens doors.

A defining leadership moment came when she became President of the CPRS Student Steering Committee in 2023. It was the first time she saw herself not only participating in the industry, but helping shape it. Mentors including Anne Marie Males, Ted Bravakis, and Eileen Tobey helped her recognize her potential and step confidently into leadership.

She believes women bring emotional intelligence and collaboration to communications leadership — strengths that foster authenticity and cultural awareness.

Navigating the industry as a young international professional sometimes meant proving herself twice. Those experiences shaped her mentorship style, ensuring emerging communicators, particularly from underrepresented backgrounds, feel seen and supported.

Today, she approaches leadership through alignment and impact rather than pure execution. Meaningful leadership, she says, must be inclusive, rooted in integrity, and grounded in values even amid rapid change.

Her advice to young women: be confident in your voice early. You do not need to wait for a title to lead.

4. Caroline De Silva

Senior Vice President, Consumer Health & Lifestyle, ChangeMakers
Board Operations Director, CPRS Toronto’s Board

Caroline thrives in fast-paced environments where communication sits at the heart of organizational purpose. Consumer PR, with its intersection of culture, business, and human behaviour, feels like home.

She credits mentors who encouraged bold thinking and challenged established playbooks. That influence shaped her belief that leadership means questioning assumptions and backing brave ideas.

Women, she believes, bring emotional intelligence, resilience, and instinct rooted in experience. The ability to read nuance, build trust, and follow informed intuition is a powerful leadership asset.

Like many women, she has felt pressure to over-deliver to prove credibility. While that instilled discipline and preparation, it also reinforced the importance of pacing and long-term perspective.

Earlier in her career, she measured success by speed and output. Today, she focuses on impact and intentionality. Not everything deserves urgency. Sustainable success comes from doing the right things exceptionally well.

Meaningful leadership, she says, shapes cultures where people feel trusted, challenged, and inspired to exceed their own potential.

5. Samiha Fariha

Senior Associate, Golin
Professor, The G. Raymond Chang School of Continuing Education at Toronto Metropolitan University
Communications Chair, CPRS Toronto’s Board

Samiha was initially drawn to communications by the excitement of pitching stories in a fast-paced agency environment. Over time, what sustained her passion was the variety and impact of the work, as well as the relationships built with journalists, influencers, and colleagues.

Leadership for her has been shaped by managers and peers who believed in her potential early on. Those experiences reinforced that leadership is about lifting others while delivering results.

She believes women bring empathy, collaboration, and the ability to read nuance — strengths that support thoughtful decision-making and stronger teams.

Moments of self-doubt early in her career influenced her approach to mentorship. She now leads with transparency and encouragement, creating space for others to ask questions and grow without fear.

Today, her leadership style emphasizes context and inclusion in decision-making. Rather than prioritizing speed alone, she ensures teams understand the “why” behind decisions.

Looking ahead, meaningful leadership will require presence, listening, and a strong investment in developing the next generation.

6. Gwen McGuire

Director of Communications, Starlight Investments
Secretary, CPRS Toronto’s Board

Gwen was drawn to communications by its power to shape perception and influence decisions. The strategic element of helping organizations articulate who they are and what they stand for continues to motivate her.

Leaders who trusted her early and encouraged her to step outside her comfort zone shaped her leadership philosophy. Today, she strives to extend that same trust and stretch opportunities to others.

Women bring empathy, strategic intuition, and an ability to read nuance, she says — all critical in building high-performing teams and thoughtful communications strategies.

Experiences where her voice was not immediately heard strengthened her resolve to ensure others feel seen and supported. She is intentional about creating environments where everyone has space to contribute.

Earlier in her career, she felt pressure to provide immediate answers. Now, she prioritizes asking better questions and creating clarity and alignment. For Gwen, meaningful leadership in 2026 and beyond is grounded in transparency, empathy, purpose, and lifting others as you lead.

A Collective Reflection on Leadership

Across these conversations, common themes emerge.

Meaningful leadership is not about perfection or authority. It is about continuous learning, emotional intelligence, collaboration, and courage. It is about asking questions, embracing change, and building cultures where others can thrive.

In a profession defined by storytelling, these women demonstrate that the most powerful narratives are not just external campaigns, but the internal cultures we create and the people we elevate along the way.

International Women’s Day is a moment to celebrate progress, but also to reaffirm a responsibility: to lead with purpose, to mentor intentionally, and to shape a communications industry that is resilient, inclusive, and ready for what comes next.

Anmol Harjani is a Client Servicing Manager working with a remote company and a recent graduate of York University’s Public Relations and Communications program. She is especially interested in strategic communications, social media behaviour, and how PR practitioners adapt within a rapidly evolving digital landscape. She currently serves as the Communications Co-Chair on the CPRS Toronto Board.

Co-Presidents Message

As we welcome March, I think we can all agree that the news cycle this year has felt heavy—full of uncertainty, complexity, and stories that challenge our sense of optimism. As public relations professionals, we experience this intensity more acutely than most. We are storytellers living inside the world’s stories, navigating crisis, conflict, and connection all at once.

And yet, even in the heavier moments of our work, this time of year offers a subtle but powerful reminder of renewal.

That extra sliver of sunlight in your evening commute, the brighter mornings, the sense that there are a few extra hours in the day—these small shifts signal something meaningful. Spring is edging closer. Energy is returning. And with it comes an opportunity for us to reset, re-engage, and reimagine how we show up for our organizations, our clients, and each other.

In public relations, we understand the value of light—of helping people see clearly, of elevating what’s working, and of building trust through transparency and empathy. Longer days are a natural metaphor for the work we do; bringing perspective when conversations grow complicated, creating pathways forward when narratives feel uncertain, and reminding our audiences that progress is always possible.

As we look forward to the season ahead, I hope you’ll let the brighter days fuel your momentum and inspire fresh thinking. Let them remind you that renewal is not only possible, it’s already happening.

Here’s to a season of clarity, optimism, and renewed purpose.

Sincerely,

Andrea Chrysanthou, APR & Erin Griffin

Co-Presidents, CPRS Toronto

Telling It Right: Lessons from the Agency Side of Storytelling

By Anmol Harjani

Every year on March 20, World Storytelling Day invites people around the world to celebrate the art of storytelling. For communicators, it’s more than a cultural moment, it’s a reminder of the responsibility we carry every day. Before campaigns and content calendars, stories were how we explained change, built trust and helped people understand what mattered.

To mark the day, I connected with Saul Lewis and Sadie Tory, Vice Presidents at Strategic Objectives, to talk about what storytelling looks like from the agency side today. Their perspectives reinforce a simple idea: storytelling is not embellishment. It is how strategy becomes real.

Saul Lewis

Vice President, Strategic Objectives

From an agency perspective, Saul sees storytelling as the bridge between business objectives and audience understanding. Strategy on its own can feel abstract. Storytelling is what makes it usable.

“Facts inform, but stories influence,” he explains. Without a clear narrative, communications may generate attention, but they won’t necessarily generate impact.

He points to a major shift over the past decade: storytelling has moved from being campaign-driven to continuous and always on. Brands once relied heavily on traditional media moments. Today, narratives are shaped in real time by culture, creators, communities and constant digital dialogue.

That shift has changed expectations. Audiences no longer respond to messaging alone. They expect purpose to show up in behaviour. Authenticity and consistency are no longer competitive advantages, they are table stakes.

When asked what helps a story cut through, Saul returns to fundamentals: clarity, relevance and authenticity. If a story cannot be explained simply, it is likely too complicated. And if it does not connect to something people genuinely care about, it will not resonate.

His advice to communicators is practical. Start by listening. The strongest stories begin with what the audience cares about, not what the brand wants to say. Then simplify. Strip away jargon and focus on why the story matters. When words and actions align, credibility follows.

Sadie Tory

Vice President, Strategic Objectives

For Sadie, strong storytelling becomes especially critical when innovation is complex. She highlights the Canadian launch of Alexa+, powered by generative AI, as an example of storytelling functioning as translation.

The core innovation was largely invisible. It wasn’t a new device to showcase, but an evolution in intelligence. The challenge wasn’t just awareness, it was helping people understand how it would fit into their daily lives.

Instead of leading with technical specifications, the team built a narrative around everyday scenarios: managing a family schedule, planning a meal, navigating a busy morning. The focus shifted from showcasing technology to illustrating practical impact. The story became less about features and more about experience.

Tone was intentional. Because Alexa+ was in early access and still evolving, excitement was balanced with transparency. Limitations were acknowledged. The result extended beyond impressions. Media explained the product. Influencers demonstrated real use cases. Consumers were more willing to opt in because they could see themselves in the story.

Sadie emphasizes that authenticity requires discipline. Not every initiative is transformational, and not every launch is category-defining. Sometimes the most strategic move is narrowing the claim. Storytelling must be anchored in behaviour. If an organization cannot demonstrate its ambition through action, the narrative needs to be recalibrated.

Looking ahead, she sees storytelling becoming increasingly tied to leadership. As AI accelerates content production, the differentiator is no longer volume, it is coherence. Ensuring that CEO remarks, product launches, culture initiatives and crisis responses all reflect the same worldview is where real value lies.

Her advice to communicators is to look beyond the industry. Read fiction. Study long-form journalism. Pay attention to cultural shifts. Storytelling is less about polished language and more about clarity of thought. What changed? Why does it matter? Can you explain it simply?

What This Means for Communicators

Across both conversations, a clear theme emerges. Storytelling is not a layer added at the end of a campaign. It’s what ties a brand’s purpose, actions, and reputation together.

For communicators reflecting on World Storytelling Day, a few insights stand out:

• Storytelling turns strategy into something people can understand and act on.

• Continuous narrative matters more than one-off campaigns.

• Clarity and relevance determine whether a story resonates.

• Credibility is built through behaviour, not big claims.

• Alignment across every touchpoint strengthens long-term trust.

World Storytelling Day is ultimately a reminder that storytelling has always shaped how we connect and lead. In communications, our role is to ensure that the stories we tell are grounded, coherent and reflective of real action. When strategy and story move together, influence follows.

Anmol Harjani is a Client Servicing Manager working with a remote company and a recent graduate of York University’s Public Relations and Communications program. She is especially interested in strategic communications, social media behaviour, and how PR practitioners adapt within a rapidly evolving digital landscape. She currently serves as the Communications Co-Chair on the CPRS Toronto Board.

Making Their Own Mark:

How Freelancers Are Shaping the Future of Communications

By Anmol Harjani

Every year on March 13, National Freelancers Day celebrates the independence, creativity, and impact of professionals who are redefining what it means to have a communications career. No longer limited to traditional agency or in-house roles, independent and freelance practitioners are showing that autonomy, expertise, and strategic insight can flourish outside conventional career paths.

To mark the day, I connected with three communications professionals, Andrea Chrysanthou, Matt Celestial, and Gina Chung, who have embraced freelance work. Their stories illuminate the realities, challenges, and rewards of operating independently, while offering lessons in strategy, resilience and professional growth.

1. Andrea Chrysanthou, APR

Founder and Principal, Amplify Communications

Co-President, CPRS Toronto’s Board

Andrea has always loved the idea of building something of her own. Freelancing gave her the freedom to choose clients, define services, and set priorities. For Andrea, independence is about shaping work around values and expertise, rather than fitting into a pre-existing structure.

She notes that a common misconception is that freelance work is “easier” or requires less effort. In reality, her reputation and business depend on every client interaction. Almost all of her work comes from repeat clients or referrals, a testament to the trust and strategic value she delivers consistently.

Freelancing also requires a disciplined approach to vetting ideas and strategies. Without colleagues to bounce concepts off, Andrea takes extra time to consider alternative perspectives before presenting recommendations. Her advice to anyone considering freelance work is to protect themselves professionally, setting clear agreements and ensuring clients operate in good faith.

Through her LinkedIn group for Canadian communications freelancers, Andrea has also built a supportive space for peers to exchange ideas, share tools, and learn best practices, reinforcing her belief that community is key even in independent work.

2. Matt Celestial

Publicity Director, Animation & Interactive Entertainment

MCPR | A Statement Worldwide Company

Treasurer, CPRS Toronto’s Board

Matt’s path to freelancing was shaped by a mix of serendipity and long-held ambition. Initially considering psychology or medical school, a call from a former boss offered a different path, working independently rather than as an employee.

For Matt, the appeal of freelancing lies in the combination of entrepreneurial spirit and human connection. He relishes problem-solving for clients across sectors, and finds fulfillment in seeing people succeed. One memorable moment involved guiding a client through her first national television appearance, helping her feel confident and empowered and realizing that even small interventions can have a lasting impact.

He emphasizes that freelancing is not a temporary stopgap but a full business. Over ten years, Matt has navigated legal, accounting, finance, team management, and HR, skills that go far beyond traditional communications work. Listening, empathy, and authenticity form the core of how he builds credibility and sustains client relationships.

Matt encourages aspiring freelancers to embrace agility, invest in skill development, and even explore creative writing or content projects to hone their craft. And, most importantly, he reminds independent professionals to pause and enjoy the journey, even amidst busy or uncertain periods.

3. Gina Chung

Founder, Free Reign Media

Gina’s move into independent communications was rooted in her newsroom experience. Understanding how journalists evaluate stories, she now applies that editorial judgment to advising clients, focusing not just on coverage, but timing, positioning and story readiness.

One common misconception she encounters is that freelancing is less demanding. In reality, she wears every hat: strategy, execution, client management, and running a business. The responsibility is constant, but it also builds resilience and discipline. A defining moment for Gina was realizing that her business was sustainable, freelancing became a long-term platform for impact, relationships and autonomy.

Her advice for aspiring freelancers emphasizes mindset, discipline and initiative. Slow periods should be leveraged to build visibility, strengthen relationships, and uncover new opportunities for clients. Success is not accidental; it is intentional, strategic, and informed by foresight.

A Collective Portrait of Independent Communications Professionals

Across these three stories, a clear theme emerges. Freelancers in communications are not simply “between jobs”, they are leading with intention, building trust through demonstrated results, and shaping careers around autonomy, expertise and impact.

Key takeaways for professionals considering independent work:

• Independence requires discipline, not less work.

• Credibility is earned through consistency, foresight and integrity.

• Freelancers must wear many hats while maintaining focus on strategy and execution.

• Community and mentorship remain important, even when working solo.

• Professional boundaries and business savvy are critical for sustainability.

National Freelancers Day is a celebration of independence, yes—but also of the professionals who are actively shaping the future of communications with strategic thinking, editorial judgment, and entrepreneurial spirit. Freelancers are no longer on the margins; they are redefining what it means to thrive in this field.

Anmol Harjani is a Client Servicing Manager working with a remote company and a recent graduate of York University’s Public Relations and Communications program. She is especially interested in strategic communications, social media behaviour, and how PR practitioners adapt within a rapidly evolving digital landscape. She currently serves as the Communications Co-Chair on the CPRS Toronto Board.

Listening First: Why Inclusion Begins with Hearing What We’ve Missed

By Anmol Harjani

Every March, Listening Awareness Month invites us to slow down and reflect on something we often assume we’re already good at: listening. In communications, we spend hours refining the perfect message, debating tone, and optimizing reach. But how often do we pause long enough to truly hear the people on the other side of that message?

For this year’s feature, we wanted to explore listening not as a soft skill, but as strategy, not a checkbox, but a responsibility. Not a reactive exercise, but the foundation of inclusive, accessible communications. We connected with Matisse Hamel-Nelis, ADS, CPACC, an award-winning communications and digital accessibility consultant, professor at Durham College, and founder of PR & Lattes, whose career has been built around a simple but powerful idea: the people we communicate with are the experts on their own lived experiences.

In our conversation, she challenges the industry to rethink what listening really means. It’s not collecting feedback only to defend decisions. It’s not consulting one voice and calling it representative. And it’s certainly not treating accessibility as a separate, compliance-driven function. As Matisse puts it, accessibility is listening. When it’s approached as an afterthought, we’re not just missing best practices, we’re missing people.

We spoke with Matisse about what active listening looks like in professional communications, where organizations fall short, and how small, everyday practices can shift teams from performative consultation to meaningful inclusion. From closing feedback loops to being honest about barriers, her insights offer a practical and necessary reminder: you can’t communicate effectively if you’re not prepared to change based on what you hear. Here is what she had to share.

We often talk about messaging in communications, but not enough about listening. How do you define “active listening” in a professional communications context?

Active listening in communications means actually hearing what people are telling you, not just waiting for your turn to talk. It’s about being curious, asking follow-up questions, and being willing to change your approach based on what you learn.

For me, it means pausing before I respond. It means checking my assumptions at the door. And most importantly, it means being comfortable with the fact that I don’t have all the answers. The people we’re communicating with are the experts on their own experiences. Our job is to listen and learn from them.

From your work in accessibility and digital inclusion, where do organisations most often fail to truly listen to their audiences?

Organizations often make the mistake of asking for feedback but then explaining why they can’t implement it. I see this constantly with accessibility. Someone will say, “I can’t access this,” and instead of listening, the organization jumps straight to justifying their current approach or defending their decisions. That’s not listening; that’s deflecting.

Another big one? Only listening to certain voices. Organizations will consult with one person with disability and assume they’ve “checked the box.” But disability is diverse. One person’s experience doesn’t represent everyone’s. A blind screen reader user has different needs than someone who’s D/deaf. Somone with a mobility disability has different needs than someone who’s neurodivergent. True listening means actively seeking out different perspective, especially from people who’ve been historically excluded.

I also see organizations treating accessibility feedback as a nice-to-have instead of a need-to-have. They’ll listen politely, nod along, and then prioritize everything else first. Or they’ll only listen when there’s a complaint or legal pressure, which means they’re being reactive instead of proactive.

And here’s a subtle one that drives me up the wall – organizations that listen selectively. They’ll hear the feedback that easy or cheap to implement and ignore the stuff that requires real change. That’s not listening. That’s cherry-picking.

Real listening means being willing to hear hard truths. It means sitting with discomfort when you learn you’ve been excluding people. It means understanding that “we didn’t mean to” doesn’t erase the impact. And it means being brave enough to actually change based on what you hear, even when it’s inconvenient.

How does accessibility connect directly to listening, rather than being treated as a separate or compliance-driven function?

Accessibility IS listening. When we treat it as a checklist or a compliance thing, we’re not actually hearing what people need. We’re just checking boxes.

Real accessibility happens when you listen to how people actually use your content, your platforms, and your services. It’s when you hear someone say, “I struggle with this” and your first thought isn’t “but we followed the guidelines,” it’s “tell me more so I can understand.”

Accessibility built through listening feels different. It’s thoughtful. It anticipates needs because you’ve actually talked to people about their experiences. Compliance might get you to a baseline, but listening gets you to be truly inclusive.

Can you share an example where better listening led to a more effective or inclusive communication outcome?

I worked with an organization that was creating a virtual event. They asked me to review it for accessibility. Instead of just running an audit, I suggested they talk to members of the disability community about what would really make the event work for them.

What they learned surprised them. Yes, they need captions and screen reader compatibility. But people also told them about Zoom fatigue, about needed real breaks (not just five-minute transitions), and about wanting materials in advance so they could prepare.

By listening, they didn’t just make the event accessible, they made it better for everyone. People were more engaged, less exhausted, and the feedback was overwhelmingly positive. That’s what happens when you listen instead of assuming.

What are some small but meaningful practices communications teams can adopt to become better listeners day-to-day?

Start with your comments and direct messages. Actually read them versus just responding. You want to take a moment to understand patterns in what people are asking for or may be struggling with.

Create feedback loops that are easy use. Don’t make people jump through hoops to tell you something isn’t working.

Diversify who’s in the room when you’re planning. If your communications team all has similar backgrounds and experiences, you’re going to have glaring gaps in understanding and experiences.

But the biggest one, in my opinion anyway, is when someone gives you feedback, say thank you! Don’t get defensive. Don’t explain, just genuinely thank them for taking the time to help you improve.

As communicators, how do we ensure we’re not just collecting feedback, but actually acting on what we hear?

This is such a good question, because it’s the hard part. We’re really good at surveys and focus groups. We’re not as great with proper follow-through.

I think we need systems for accountability. When you collect feedback, document it. Share it with your team. And most importantly, decide what you’re going to do about it and communicate that back to the people who gave you feedback.

Even if you can’t implement everything, tell people what you heard and what you’re working on. That closes the loop. It shows people their voices mattered.

And be honest when you can’t do something. Explain the real barriers, not just “that’s how we’ve always done it.” People respect honesty way more than excuses.

If you could change one mindset in the industry around listening and accessibility, what would it be and why?

I’d love to shift us away from seeing accessibility as this separate, specialized thing that only “accessibility people” need to worry about it.

Accessibility is just good communication. Period. When we listen to people with disabilities, or any other historically underrepresented group, we learn how to communicate more clearly and effectively with everyone. We learn to write in plain language. We learn to structure information logically. We learn to think about different ways people might consume our content. These aren’t “special accommodations.” They’re fundamental communication skills.

I want people to understand that accessibility isn’t about doing extra work for a “small group.” It’s about being better communicators. It’s about actually reaching people. And that’s small group, isn’t actually that small. Statistics Canada found that 27% of Canadians identify as living with a disability. That’s before we even talk about aging populations, temporary disabilities, or situational limitations like trying to watch a video in a noisy coffee shop or reading a website on a sunny day.

When we treat accessibility as an afterthought or a favour we’re doing, we’re essentially saying some people don’t deserve to be part of the conversation. That’s not just bad ethics, it’s bad strategy. You’re literally choosing to exclude to exclude potential customers, clients, employees, and community members.

I also want to challenge this idea that accessibility is expensive or complicated. You know what’s expensive? Retrofitting. Fixing things after they’re built. Dealing with complaints and legal issues. What’s way more cost-effective is building accessibility in from the start, which only happens when you’re listening from the beginning.

When we start from a place of genuine listening and inclusion, accessibility stops feeling like a burden and starts feeling like what it actually is – the foundation of effective communication. It becomes an opportunity to innovate, to reach new audiences, and to build trust. It becomes a competitive advantage.

The mindset shift I want to see if moving from “how do we accommodate these people?” to “How do we make sure everyone can participate?” That’s a fundamentally different question, and it leads to fundamentally better outcomes.

Anmol Harjani is a Client Servicing Manager working with a remote company and a recent graduate of York University’s Public Relations and Communications program. She is especially interested in strategic communications, social media behaviour, and how PR practitioners adapt within a rapidly evolving digital landscape. She currently serves as the Communications Co-Chair on the CPRS Toronto Board.

Where Big Ideas Begin:

A Conversation on Creativity, Culture and Confidence

By Anmol Harjani

Every March, International Ideas Month invites us to pause and consider something deceptively simple: everything starts with an idea. The campaigns that shift culture. The platforms that connect communities. The strategies that reposition brands. Before they were decks, deliverables or award submissions, they were sparks, fragile, early-stage thoughts that needed the right environment to grow.

In communications, ideas are our currency. But they’re also our responsibility. A clever hook isn’t enough. A bold stunt without purpose doesn’t move the needle. The best ideas earn their place. They are grounded in insight, shaped by collaboration, sharpened by constraints and built to do a job.

For this year’s International Ideas Month, we wanted to explore what creativity really looks like inside an integrated communications agency, beyond the brainstorm, beyond the buzzwords. We connected with Linda Andross, Managing Partner and Co-Owner of APEX PR and ruckus Digital, to talk about how ideas take shape, how to build teams that feel safe enough to push boundaries, and why creative confidence is something you practice, not something you’re simply born with.

With more than 25 years in the industry and a career defined by innovation, leadership and a clear point of view, Linda has helped shape award-winning work while evolving an agency model that integrates PR, digital, design and social under one roof. Her perspective is grounded, candid and refreshingly practical: creativity is not decoration. It’s the engine.

We spoke with Linda about what makes an idea truly “great,” where inspiration actually comes from, how to pressure-test bold thinking without crushing it, and why the most effective creative cultures balance risk with rigor. Here’s what she had to share.

Creativity often sounds abstract in communications. How do you personally define a “great idea” in PR?

At APEX, everyone is the creative department, so we embed creativity into everything we do to keep it grounded and actionable. A former colleague once said, “you can jump off the CN Tower and that’s a creative idea, but what does it actually do for the brand?” A great idea starts with a real insight, drives the brand story forward, and earns attention by being culturally relevant in the moment. Most importantly, it has a clear point of view and a job to do. It should change how people think, feel, or act. Everything is PR in our world. We don’t limit ourselves to what we think clients expect PR to deliver. We take ownership of the outcome and build ideas that show up meaningfully in cultural, social or technological moments and deliver real impact.

Where do your best ideas typically come from: research, collaboration, constraints, or something else?

All of the above. The best ideas rarely come from one place. I am always looking, listening, and watching what is happening in culture, in media, in business, and in the everyday moments people are actually living. Curiosity is part of the job. But so is perspective. We all get into ruts, especially in this industry, and you have to consciously push yourself out of them. I try to see things through the lens of an audience I might not naturally understand and look for inspiration in unexpected places, not just within marketing echo chambers.

I also believe constraints sharpen thinking. Tight budgets, short timelines, cultural tension, those pressures often force clarity and better ideas. You have to ask, why this brand, why now, and why would anyone care? That discipline is just as important as inspiration.

I push myself to try new experiences, stay uncomfortable, and keep learning. And I surround myself with people who see the world differently than I do. That diversity of perspective at APEX is one of our greatest creative advantages. It protects us from tunnel vision and the dangerous mindset of “we’ve always done it this way,” which is where relevance goes to die.

How do you foster a culture where teams feel safe to experiment and share unconventional thinking?

Lead by example. We bring people in at all levels to collaborate because no one person has “the” idea. It takes a village to develop a spark into a fully formed creative concept that can stand up in the real world. When junior team members see that their thinking is genuinely welcomed at the table, it changes the energy of the room.

We have a high tolerance for risk here, but that doesn’t mean chaos. It means we create space for ideas to breathe before we overanalyze them. As an independent agency, we encourage people to bring forward insights and instincts they believe will resonate for a client’s brand, even if they feel unconventional at first. Then we workshop them rigorously. We ask hard questions. We pressure test. We make them better.

You have to practice taking risks if you want to build creative confidence. Not every idea will land, but every idea should teach you something. Psychological safety matters, but so does excellence. The goal is not just to be brave; it is to be brave and right.

Can you share an example of an idea that looked risky initially but delivered strong impact?

One of our first campaigns for DoorDash was Courageous Conversations, launched during Pride at a moment when connection felt fragile and performative brand gestures were everywhere. We created conversation cards rooted in acceptance, individuality, community, and empowerment, not as slogans, but as prompts designed to spark real dialogue between Canadians.

Originally conceived as an in-person experience focused on building LGBTQ2+ allyship, we had to pivot during COVID to a fully virtual platform. The challenge was not just moving online, it was preserving the emotional depth and authenticity of face-to-face connection. We were clear that if it felt transactional or branded for the sake of optics, it would fail.

At the same time, 69% of Canadians said they engage more with brands that meaningfully address anti-Black racism, discrimination, and the struggles of small businesses during the pandemic. This gave DoorDash a legitimate role to play. The campaign was not just about visibility during Pride. It was about action. DoorDash reduced commission rates, supported Dashers, and used its platform to elevate underrepresented voices.

The response was overwhelmingly positive. The cards sparked conversations beyond the campaign window, and we ultimately crowdsourced new prompts from the community itself. It proved that when brands create space for real dialogue and back it up with tangible support, they earn trust. The work went on to win multiple awards, but more importantly, it demonstrated that creativity and responsibility can, and should, coexist.

What’s your process for turning early-stage concepts into executable strategies?

Turning early-stage concepts into executable strategies is where leadership matters most. Early ideas are fragile. They need room to breathe before they are over-optimized or diluted. So the first step is protecting the core insight. If the insight is strong and culturally relevant, the strategy can scale.

From there, we pressure test. We ask: Why this brand? Why now? What role does the brand have in this conversation? What behavior are we trying to shift? If we cannot answer those questions clearly, the idea is not ready.

We are also rolling out a Creative Scorecard across the agency to formalize this discipline. It evaluates ideas against criteria such as cultural relevance, brand ownership, clarity of insight, business impact, and executional feasibility. It gives teams a shared language for what “great” looks like and ensures we are not just chasing novelty but building work that can perform in the real world.

Once an idea clears that bar, we move quickly into execution mapping. That means defining the narrative arc, identifying earned, social, influencer, and experiential extensions, pressure-testing risk, and aligning against KPIs. Creativity does not live separate from operations here. It is integrated into workbacks, budgets, and measurement from the start.

The goal is simple: protect the magic, build the strategy, and execute with excellence.

How do you balance creativity with client expectations and business realities?

That is the reality of the job, and it can be tough. Creativity without business understanding is decoration. Our responsibility is to deeply understand the client’s business pressures, growth targets, risk tolerance, and internal dynamics before we ever pitch an idea.

Once you understand the business reality, you stop seeing it as a constraint and start seeing it as a brief. That is where the most effective ideas come from. The goal is not to fight business realities, but to design creativity that works within them and elevates them.

We are very clear that ideas have to earn their place. They need to be culturally relevant, brand-right, and commercially viable. That means aligning creativity with measurable outcomes, whether that is shifting perception, driving consideration, increasing store visits, or building long-term brand equity.

The best work proves that creativity and ROI are not opposing forces. When done properly, creativity is the engine that drives business results. Our job is to make that connection undeniable.

What advice would you give communicators who want to strengthen their creative confidence?

Creativity is like a muscle. Use it or lose it. Everyone is creative, even if your expression looks different from someone else’s. The key is practice. If you are unsure, start by weaving creativity into your everyday work. A media pitch can be creative. An influencer brief can be creative. A client email can be creative. The more you frame your work that way, the more confident you become.

But confidence does not grow in isolation. We encourage people to let others see their ideas early. Not just the people they work with every day, but voices from different teams, different disciplines, even different levels. Fresh perspective sharpens thinking. Feedback is not a threat to creativity, it strengthens it.

Creative confidence comes from repetition, exposure, and accountability. The more you practice, share, refine, and improve, the stronger that muscle becomes.

Anmol Harjani is a Client Servicing Manager working with a remote company and a recent graduate of York University’s Public Relations and Communications program. She is especially interested in strategic communications, social media behaviour, and how PR practitioners adapt within a rapidly evolving digital landscape. She currently serves as the Communications Co-Chair on the CPRS Toronto Board.

PR Practices in Action from Bad Bunny’s Super Bowl LX Halftime Show

By Lucy Luc

The lights dimmed inside Levi’s Stadium. The field shifted from turf to story. In that moment, the halftime show at Super Bowl LX became something larger than spectacle. It became narrative.

Bad Bunny stepped into a performance that reached between 128 and 135 million viewers. That audience size places it among the most watched halftime shows in history. Within days, his music catalog experienced a 470 percent increase in Spotify streams. Those numbers matter. They confirm scale. They confirm engagement. They confirm that attention converted into action.

Yet statistics alone do not explain the impact. The emotional core of the performance centered on identity, culture, and unity. At the center of the stage, a billboard displayed a direct message: “The only thing more powerful than hate is love.” That line shaped how viewers interpreted every image that followed.

Media outlets described the show as a love letter to Puerto Rico. That phrase captures intent. It signals that the performance was designed with narrative clarity. From a public relations perspective, this was structured communication delivered live to over one hundred million people.

Building a Story Through Symbolism

The performance opened in sugar cane fields. This visual choice carried weight. Sugar cane represents Puerto Rico’s colonial history and economic struggle. It reflects periods of forced labor and foreign control. Beginning in that setting grounded the show in history.

As the music moved forward, the stage transformed into scenes of everyday Puerto Rican life. Men played dominos at folding tables. Women gathered at nail stations. Street vendors sold jewelry, tacos, and shaved ice. These were not random props. They were cultural markers.

The images echoed themes from his 2025 Grammy winning album Debí Tirar Más Fotos, which explores memory, home, and belonging. By placing these scenes on the Super Bowl stage, he elevated local life to global visibility.

For public relations professionals, this reflects strategic story architecture. Each visual element reinforced the core narrative. The audience did not receive a lecture about history or politics. They received symbols that carried meaning. Strong campaigns often rely on this principle. Show rather than explain. Let imagery create emotional connection.

When storytelling is layered with intention, journalists have clearer angles for coverage. Viewers have easier entry points into the message. Narrative consistency strengthens recall.

Personal Branding Through Detail

Wardrobe became part of the communication strategy. Bad Bunny wore an all white outfit with a jersey embroidered with the number 64 and the name Ocasio. The number honored his uncle, who once wore 64 as a football player. Ocasio is his family surname.

This detail connected a global stage to personal roots. It signaled humility and loyalty. It told audiences that fame had not erased family identity.

Public relations strategy often focuses on spoken words, yet visual identity shapes perception just as strongly. Clothing, color, and styling influence how a brand is read. When those details align with biography and values, authenticity increases.

Audiences respond to coherence. They recognize when image and story match. Credibility grows when personal history appears integrated rather than attached for effect.

Message Discipline Through Language

The most visible line of the show appeared in bold letters: “The only thing more powerful than hate is love.” The sentence is short. It uses common words. It relies on contrast between hate and love. It acknowledges conflict while offering resolution.

This line did not stand alone in his public messaging. At the 2026 Grammy Awards he stated, “We’re not savages, we’re not animals, we’re not aliens, we are humans and we are Americans.” He continued, “Hate gets more powerful with more hate. The only thing that is more powerful than hate is love.”

Earlier in his career he affirmed his roots by saying, “Yo soy de Puerto Rico.” He also recognized community impact with the statement, “At the end of the day, my success in the United States I owe to the hardworking Latinos who have helped make the country what it is today.”

These quotes reveal message discipline. The same values appear across platforms. Pride in identity. Recognition of community. Emphasis on unity. Repetition builds association. Audiences begin to connect the artist’s name with specific principles.

From a PR perspective, consistent phrasing strengthens brand identity. Clear language travels well in headlines. Short sentences are easily quoted. Memorable statements extend beyond the event itself.

Integrating Social Issues With Control

During the performance of “El Apagón,” dancers climbed electric poles while sparks flew above them. The song references Puerto Rico’s long history of electrical blackouts, including the extended outage following Hurricane Maria in 2017. In a past performance, he criticized the island’s power grid by saying, “Puerto Rico is the only place I perform where I have to install like 15 industrial power generators because I can’t trust the power grid.”

At the halftime show, the imagery referenced this issue without turning into a speech. The symbolism was clear. The pacing remained tight. The message stayed focused.

This reflects a key public relations principle. Address social context without losing narrative control. Audiences can absorb complex issues through music and imagery. Long explanations are not always necessary. Precision protects clarity.

Cultural Heritage as Strategic Positioning

The stage design included a replica of Castillo San Felipe del Morro, known as El Morro, the sixteenth century fortress in San Juan recognized as a UNESCO World Heritage Site. The casita, a pink cement house featured in his album film and residency performances, returned as a central symbol. Celebrities such as Cardi B, Karol G, Pedro Pascal, Jessica Alba, and Young Miko joined him on the porch. Their presence reinforced community support.

Ricky Martin appeared to sing the chorus of “LO QUE LE PASÓ A HAWAii,” a song comparing the colonization of Hawaii to Puerto Rico. The lyrics warn, “They want to take my river and my beach too. I don’t want them to do to you what happened to Hawaii.”

A lighter blue Puerto Rican flag associated with the independence movement appeared during the show. The flor de maga, Puerto Rico’s national flower, influenced costume design.

Each of these elements positioned Puerto Rico as the central character. The island was not background. It was the narrative focus.

Place based branding creates emotional grounding. When communication ties to real geography and history, it gains depth. For PR practitioners, this demonstrates the power of cultural specificity. Broad messages resonate more strongly when anchored in authentic detail.

Key Takeaways for Public Relations Professionals

• Lead with a clear value statement. One strong sentence such as “The only thing more powerful than hate is love” can define an entire campaign and guide all messaging decisions.
• Build the narrative before the spotlight turns on. Every visual element should support a larger story. Staging, wardrobe, music, and symbolism must connect to the same core message.
• Align identity with strategy. Authentic personal details strengthen credibility. When biography and brand message match, audiences trust the delivery.
• Use repetition with purpose. Consistent language across interviews, award shows, and live events builds recognition and reinforces positioning.
• Balance social issues with message control. Address real concerns through focused symbolism and disciplined framing. Stay clear. Stay intentional.
• Design for emotional connection. Audiences remember how a message makes them feel. Emotional clarity increases recall and shareability.
• Think beyond viewership numbers. Measure behavioral impact such as streaming increases, social engagement, and media framing. Action reflects influence.
• Turn moments into platforms. Large cultural events offer rare attention. Strategic messaging can transform entertainment into brand storytelling.
• Anchor visuals in cultural truth. Specific references to heritage and history create depth and strengthen audience identification.
• Connect emotion with intention. Words must carry meaning. Visuals must reinforce values. When identity, language, and symbolism align, communication moves from performance to lasting brand impact.

Lucy Luc is the current president of the Student Steering Committee and a CPRS Toronto ACE Award–winning student in her final year of Humber Polytechnic’s Bachelor of Public Relations program, where she is completing her thesis.

 

Building Trust Before the Crisis:

A Conversation on Public Risk and Communications Preparedness

By Samiha Fariha

As Public Risk Management Awareness Day approaches on March 1, it offers an opportunity to reflect on how organizations prepare for uncertainty and how communications plays a central role when risk becomes reality. While risk management is often associated with operational planning and insurance frameworks, public risk today is deeply connected to trust, transparency and decision-making under pressure.

In an environment where confidence in institutions continues to fluctuate, communications leaders are increasingly tasked with helping organizations navigate complex, high-stakes situations while maintaining credibility with diverse audiences.

To mark the day, we connected with Josh Cobden, Executive Vice President at Proof Strategies. Josh provides senior counsel across crisis management, corporate reputation and executive communications, and helps lead the firm’s annual CanTrust Index, which examines trust in institutions across Canada.

We spoke with Josh about how declining trust reshapes public risk, what meaningful preparedness looks like before a crisis emerges, how leaders should approach transparency when information is still evolving, and why internal alignment is often the difference between steady leadership and reactive messaging. From audience prioritization to values-based decision-making, here is what he had to share.

How do you personally define public risk in a communications context today?

We spend a lot of time studying trust at Proof Strategies through our annual CanTrust Index, a leading source of insight into trust in Canada, analyzing key topics, institutions, events, and population segments nationwide. Public risk today is closely tied to declining trust in institutions. When trust erodes in government, business, media or public services, people disengage from the systems meant to keep society functioning. We see this all the time. For example, when people don’t trust the police, crimes go unreported. When they don’t trust the electoral process, they don’t vote. When they don’t trust vaccines, they avoid them and get sick. In a communications context, public risk arises whenever low trust magnifies the consequences of uncertainty, misinformation or institutional failure.

From your experience, what does strong communications preparedness look like before a risk or crisis emerges?

Preparedness begins long before scenario planning. It starts with defining and communicating your organization’s values. Crises are unpredictable and can change rapidly, but values are constant and provide a stable foundation for decision making when information is incomplete or evolving. I often say, “values are the compass you use when the map disappears.” When stakeholders understand those values in advance, they can make sense of the decisions you make under pressure. They may not agree with every decision, but they’ll recognize the principles behind them, which helps maintain trust.

When information is incomplete or still evolving, how should leaders approach transparency without causing confusion or panic?

Transparency is not about providing every detail instantly. Over-communicating early in a crisis, particularly one involving human harm, can shift attention away from what truly matters, which is empathy, immediate safety and clear next steps. Leaders should focus on what is confirmed and meaningful to stakeholders, acknowledge what is not yet known and commit to providing updates as facts are verified. This approach demonstrates competence, empathy and engagement and helps sustain trust when uncertainty is highest.

In high-pressure situations, what behaviours distinguish effective communications leaders from reactive ones?

Effective leaders demonstrate clarity, consistency and empathy. They communicate with precision, align messaging across the organization and show they understand the human impact of the situation before anything else. These behaviours are essential to building and preserving trust during periods of volatility.

What is one common mistake organizations make when managing public risk that could be avoided with better planning?

A common mistake is failing to recognize that different audiences often have very different priorities. A message crafted to reassure one group may unsettle another. Employees, customers, shareholders and regulators all care about different aspects of a situation. Without deliberate audience prioritization and thoughtful message planning, communications can easily create unintended consequences and increase the very risk an organization is trying to manage.

How important is leadership alignment and internal readiness in risk-aware decision making, and what role should communications play?

Leadership alignment is fundamental. It begins with a shared understanding of organizational values, which act as guardrails when a situation is unfolding quickly and unpredictably. Internal readiness requires clarity on roles and decision authority, especially regarding who leads and who must be consulted. Communications teams often find themselves at opposite extremes, either being asked to make decisions that belong to legal, operations, HR or IT, or being excluded from decisions entirely despite being responsible for explaining them. In short, you can’t communicate your way out of a bad decision, and you can’t operationalize your way out of bad communication.

What advice would you give communications professionals who want to build confidence and credibility when navigating risk, uncertainty and public scrutiny?

First, understand that trust is not a given. In fact, our annual CanTrust Index reveals that about half of the adult population has a low trust disposition. Specifically, they are likely to agree with the statement “you can’t be too careful in dealing with people.”

Second, trust is dynamic, not static. People move from trusting to untrusting based on the situation that confronts them. It’s useful to think of trust as behaving like a battery that loses its charge over time and must be recharged through actions that demonstrate competence, integrity and care.

Third, anchor your decisions and messaging in your organization’s values. People may not agree with every action you take, but they will respect decisions that clearly align with established principles.

Finally, understand what matters most to your audiences and map those priorities against the situations you might encounter. When the moment arrives and pressure is high, that clarity becomes one of your strongest assets.

Samiha Fariha is the current Communications Chair on CPRS Toronto’s Board, a Senior Associate at Golin’s Toronto office, and a professor in The G. Raymond Chang School of Continuing Education at Toronto Metropolitan University. She brings a strong focus on media relations, content strategy, and digital communications, informed by her experience in both agency and academic settings.