Originally published by HAVAS Red Group
From quiet cracking to selfie-style CEO videos, May spotlighted the rapidly evolving expectations around leadership, workplace dynamics and cultural trends — and the high stakes that communicators and business leaders now face. As social media reshapes executive engagement and consumer sentiment continues to steer brand behaviour, clarity, empathy and authenticity have shifted from nice-to-have to non-negotiable. Whether navigating purpose, DEI or shifting power dynamics within flatter organisations, this month’s key themes reinforce the need for communication that is human-first, risk-savvy and refreshingly real.
In today’s climate of constant change, the best leaders aren’t just visible — they’re socially fit. “Social fitness” refers to an executive’s ability to foster genuine, strong relationships, particularly in uncertain times. As Forbes reported, this skill is becoming as vital as physical or mental wellbeing for leaders looking to inspire, unite and adapt.
At SXSW, a panel on executive visibility underscored this shift: the focus is no longer on having every answer, but on showing up with humility, emotional intelligence and curiosity. That last quality — empathy — stands out. Inc. highlighted that empathy is a hallmark of emotionally intelligent leadership, and it’s a trait that cultivates trust, performance and loyalty.
Takeaway: Executives don’t need to post daily — but they do need to be present with purpose. Communications professionals play a key role in helping them understand where their voice is most impactful, develop consistent engagement habits and use moments of change to lead with presence, empathy and intent.
From quiet cracking and ghostworking to gracious professionalism and the so-called “great flattening,” today’s workforce is expressing its needs in new ways. Employees are setting clearer boundaries and pushing back on outdated norms — not just to survive, but to thrive.
Fast Company noted how employees are increasingly performing for perception, driven by presenteeism and burnout. In another article, the publication unpacked the tension between quiet quitting and loud living, a trend where workers reject hustle culture in favour of healthier boundaries. A third piece called for gracious professionalism, encouraging leaders to prioritise humility, generosity and shared success.
Meanwhile, Business Insider explored how middle management is being “flattened”, reshaping internal dynamics. And HR Executive suggested that respect, not perks, may be the key to revitalising engagement.
Takeaway: These micro-shifts demand communication that is emotionally intelligent, responsive and genuinely aligned to employee experiences. Communicators and leaders alike need to reconsider not just what they say, but how and when they say it — to foster trust, autonomy and inclusion.
Benevity’s 2025 State of Corporate Purpose report reaffirmed what many internal comms teams already know: purpose continues to deliver commercial and cultural value, even as expectations rise. Yet the methods for bringing purpose to life are evolving. Volunteering and ERGs have emerged as highly effective channels to align purpose with performance.
But the pressure to bridge the “say-do gap” is real. Marketing Daily observed that consumers now expect clear follow-through, not just purpose statements. PR Daily described this shift as a “great realignment” in how brands approach purpose messaging. SmartBrief reinforced the importance of transparency, trust and emotional connection, while Axios reported that companies like Patagonia, Microsoft and Costco are benefiting reputationally from consistency and values-led leadership. And as Inc. emphasised, when purpose is embedded into culture, it becomes a lasting source of differentiation and resilience.
Takeaway: Purpose isn’t going anywhere — but hollow messaging is. Communicators must help brands bring values to life through real action, highlight impact led by employees, and share stories that are credible, human and consistent.
Today’s CEOs are walking a tightrope: reducing overt political commentary while aiming for deeper connection with employees, stakeholders and the public. Semafor pointed out that direct criticism of political figures like Trump has noticeably declined, reflecting growing caution.
At the same time, Financial Times highlighted how executives are embracing short-form social video (subscription required) to foster a more direct, unpolished presence. This shift reflects the rising importance of trust and brand intimacy, as SmartBrief pointed out, and a growing expectation that leaders be present, not performative. However, another FT piece satirically questioned the rise of “curated authenticity” on LinkedIn, (subscription required) reminding us that even informality can be manufactured. Fast Company framed true authenticity as the new currency of leadership, while The Drum underscored the need to avoid political entanglement.
IR Impact also cautioned that getting this balance wrong can damage both financial performance and internal culture.
Takeaway: Strategic vulnerability is the new standard. It’s up to communicators to help CEOs show up with clarity, build connection without courting controversy, and use social and internal platforms to earn trust — not just attention.
May brought a clear message: stepping back on DEI isn’t just a reputational risk — it’s a financial one too. USA Today reported that consumer activism is intensifying, with brands like Walmart, Target and Dollar General caught in polarised crossfire.
Most notably, Fortune and HR Grapevine linked Target’s underwhelming sales to a quiet rollback of its DEI commitments, eroding trust with previously loyal customers.
Looking ahead, a proposed Trump administration initiative could significantly restrict DEI programs in the private sector, beginning with federal contractors and likely expanding beyond.
Takeaway: As political pressure mounts, brands must clearly define their values, demonstrate how they are actioned, and explain why they matter. Communicators are essential in helping organisations ground their DEI work in business relevance — not politics — to maintain trust among employees, customers and communities.
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HAVAS Red
