LiderCom Discusses Communication and DE&I Challenges in the Current U.S. Political Landscape

LiderCom, an Aberje group that brings together corporate communication leaders in Brazil (CCOs), held the online event “LiderCom: Perspectives on Communication and DE&I in a New Political Landscape” on Tuesday, February 18. The session featured Rochelle Ford, the new CEO of Page, the leading global professional association for senior leaders in strategic communication. Ford addressed the challenges and opportunities of Diversity, Equity, and Inclusion (DE&I) within the current U.S. political context, shaped by the new presidential administration.

Hamilton dos Santos, executive director of Aberje, opened the event and introduced Rochelle, emphasizing the importance of the partnership with Page. In her remarks, Rochelle Ford highlighted Brazil’s relevance in her academic journey, referencing her interactions with researchers who have studied the challenges faced by women in Public Relations in the country. She also provided an overview of Page’s history and principles, underscoring the need to uphold and communicate the truth in an era of misinformation and technological advancements.

Global Trends and the Impact of DE&I on Organizations

Rochelle Ford presented findings from the business trust index, which shows a global average of 26% trust in companies, compared to 33% in Brazil. She noted that Generation Z places greater emphasis on issues such as mental health and gender equality, while broader concerns include job creation, economic stability, and workforce development.

In response to participants’ questions, the Page CEO discussed topics such as the influence of culture on communicators’ and companies’ behavior, gender identity issues in organizations, and the impact of public policies on global communication. She emphasized that despite challenges and potential political setbacks, business leaders must focus on long-term strategies rather than merely reacting to governmental changes and external pressures. According to her, some U.S. companies have adjusted their policies to avoid terms that might trigger polarization while still strategically fostering inclusion.

Another key point was the warning against greenwashing—the practice of companies making sustainability claims without implementing meaningful change. Ford stressed that, given the increasing demand for transparency and consistency, organizations must align their environmental and social initiatives with their core values. Companies that merely adopt narratives without substantive actions risk losing credibility.

Closing the session, Hamilton dos Santos noted that Aberje reached 1,000 members by the end of 2024 and highlighted the predominance of women in Brazil’s corporate communication sector (73%), in contrast to the underrepresentation of Black professionals, despite 55% of Brazil’s population identifying as Black or mixed-race. In response, Rochelle Ford pointed out that similar dynamics exist in the U.S. While access to higher education remains a challenge for Black Brazilians, the U.S. sees more diversity at entry-level positions in the profession, but a high attrition rate in the early years of careers. Black professionals often face barriers to long-term career progression and leadership opportunities.

About Page

For over 40 years, Page has developed a set of seven principles to guide the work of senior leaders in strategic communication.

1. Tell the truth: Let the public know what’s happening with honest and good intention; provide an ethically accurate picture of the enterprise’s character, values, ideals and actions.
2. Prove it with action: Public perception of an enterprise is determined 90 percent by what it does and 10 percent by what it says.
3. Listen to stakeholders: To serve the enterprise well, understand what the public wants and needs and advocate for engagement with all stakeholders. Keep top decision makers and other employees informed about stakeholder reaction to the enterprise’s products, policies and practices. To listen effectively, engage a diverse range of stakeholders through inclusive dialogue.
4. Manage for tomorrow: Anticipate public reaction and eliminate practices that create difficulties. Generate goodwill.
5. Conduct public relations as if the whole enterprise depends on it: No strategy should be implemented without considering its impact on stakeholders. As a management and policymaking function, public relations should encourage the enterprise’s decision making, policies and actions to consider its stakeholders’ diverse range of views, values, experience, expectations and aspirations.
6. Realize an enterprise’s true character is expressed by its people: The strongest opinions — good or bad — about an enterprise are shaped by the words and deeds of an increasingly diverse workforce. As a result, every employee — active or retired — is involved with public relations. It is the responsibility of corporate communications to advocate for respect, diversity and inclusion in the workforce and to support each employee’s capability and desire to be an honest, knowledgeable ambassador to customers, friends, shareowners and public officials.
7. Remain calm, patient and good-humored: Lay the groundwork for public relations successes with consistent and reasoned attention to information and stakeholders. When a crisis arises, remember, cool heads communicate best.