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Being in the C-suite meeting doesn’t mean you have influence, and a single mistake can quietly sideline many talented PR and corporate communications leaders. Peter Woolfolk talks with Professor Fred Garcia about what he calls the FaceTime fallacy, why PR staff functions get pulled into the C-suite only when leaders think they have a “PR problem,” and how to reposition yourself as someone leaders actually rely on for high-stakes decisions.
We also get concrete about language. If you walk into an executive conversation talking about stakeholders, messages, press releases, clicks, or “communications,” you may be signaling tactics when the CEO is thinking strategy, risk, growth, and trust. Fred shares simple translations that keep you in business terms: “the groups who matter most,” “what they need to hear you say,” and “what they need to see you do.” The goal is to meet executives where they are and connect every recommendation to outcomes the board will measure.
The deeper shift is identity. The real superpower of public relations is not “being good at communication.” It is predicting stakeholder behavior and influencing it, which Fred frames as applied anthropology and ties back to Edward L. Bernays’s social science definition of public relations. We explore why changing behavior usually requires changing emotion first, and we use brand backlash case studies like New Coke and Bud Light to show what happens when companies ignore their most loyal customers and trigger a sense of betrayal.
If you want to become a trusted strategic advisor, this conversation gives you a practical playbook for executive influence, crisis communication, reputation management, and leadership alignment. Subscribe, share this with a colleague who works with the C-suite, and leave a review with the one idea you’re going to change first.
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