An Interview with Ron Culp
Having held senior positions at four Fortune 500 corporations, two major agencies, and seats on several industry and affiliated boards, Ron Culp has a lot to offer a discussion about the evolving role of communications professionals. In a recent conversation with Ron, I had the privilege of delving into changes in the field, exploring the expanding responsibilities of Chief Communications Officers (CCOs), and discussing the exciting opportunities awaiting the next generation.
Ron refers to himself as a pracademic, which is really the only way to describe his blend of practical experience and his former role as professional-in-residence, instructor, and director of the Public Relations/Advertising (PRAD) graduate program at DePaul University. Over the course of his career, Ron watched the role of communicators evolve, and he has seen more progress in the last five years than in the previous thirty.
Here are some highlights of our conversation:
Mark Attard: How do you feel the role of communicators has changed over the years?
Ron Culp: We've evolved from being order takers to strategic partners in the C-suite. I remember a turning point for me years ago was when my CEO said, 'I didn't hire you to just execute orders. I hired you to lead our storytelling.' This was empowering and helped transform my role and the perception of communications within the company. Now, we're not just sitting at the table—we're key members of the senior team.
MA: Why do you think leaders are now seeing communicators as crucial to strategic decision-making, especially in times of transformation?
RC: Unlike HR, which traditionally owned this, communicators are more likely to be plugged in with their ears to the ground. They know what each stakeholder is thinking by keeping tabs on what they’re communicating. For this reason, the transformations that companies want today are likely to be communications-led. Take for example bringing in a new CEO: the CCO plays a pivotal role in helping them understand the organizational dynamics and stakeholder perspectives. They provide crucial counsel on internal and external messaging, ensuring that the CEO's vision aligns with the company's direction and values. This relationship is vital to the CEO's successful integration and for steering the organization in the right direction.
MA: We’ve seen marketing leadership become a track to the CEO’s office. How do you see the role of the CCO evolving in comparison to that of the CMO?
RC: The CCO's journey is increasingly strategic. They're not just in senior roles; they are potential CEO candidates. A communicator with a deep understanding of the business is well-positioned to lead it because of that strong connection to the people and culture of the organization. We've already seen a few CCOs make this transition, and I predict this trend will continue and we’ll see a lot more of it in the future.
MA: Are educational programs preparing communicators for these evolving roles?
RC: We are catching up. I think the PRAD program at DePaul is really leading here, because it's not just about book learning; real-world challenges and campaigns are crucial. We need to focus more on business strategy. Today's communicators must be well-versed in business terms and thinking, a shift from the traditional focus on PR history and theory.
MA: Do you think that the onus is also on business leaders in this respect?
RC: Absolutely. We need to bring young communicators into the fold and empower them to learn what they can about the business. In my early days at Eli Lilly, I faced a significant challenge that really opened my eyes to the importance of understanding business. I was just three weeks into the job when I was asked to fill in for the media relations person and tasked with writing an earnings release. I remember feeling completely out of my depth, like a deer caught in headlights as I met with the CFO and Treasurer. I had no idea what they were talking about.
I turned to a colleague down the hall, Bob Graper, the Director of Investor Relations. I had no real clue what his job entailed, but I knew I needed help. I stepped into his office and asked, 'What exactly are earnings?'. He took the time to walk me through everything. This experience was a turning point for me. It made me realize how crucial it is for communicators to understand the business side of things.
So, when Matt Ragus asked me to co-write a book on this subject, I agreed. The goal was to share all the business knowledge I wish I had when I started. In our latest book, we even included a glossary of 600 business terms that communicators should know. It's a testament to the ongoing learning process in this field. Communicators really need to catch up with the expectations that senior executives have of our function.
MA: Ron, where does emotional intelligence fit into this? We’ve found that having the ability to read the room is critical to guiding organizations through transformation.
RC: Yes, knowing the organization doesn’t stop at reviewing data; it's really getting into the pulse, the mindset, and the sentiment of the workforce relative to the changes that you're about to roll out. This is such an important element and I think we still have to do more testing and research in that space, but other professions that have done work in this area confirm that it’s crucial. You can even see it in the classroom. When a student exhibits the qualities of emotional intelligence, you know they're going to be successful. The ability to read the room and understand organizational dynamics is key—especially during transformations. Those who can empathize and connect with their audience, whether that be employees, leadership, or clients, they will excel.
MA: In terms of skills, what would you say are the top three that communicators need today?
RC: The three critical skills are business acumen, writing proficiency, and ethics. Business acumen is about understanding the strategy of how a company makes money and its importance. Writing proficiency remains a cornerstone; a good writer is usually a good thinker. And ethics are crucial, especially as technology like AI becomes more prevalent. Communicators must use these tools ethically and effectively—know how to use them—but think critically. Challenge your sources and the analysis to ensure it’s right.
MA: How does technology, particularly AI, factor into modern communications?
RC: AI and data analytics are changing everything. They enable us to make informed decisions and offer strategic counsel based on solid data. However, the human element remains irreplaceable. It's dangerous to lead with your gut if you haven't done the research and reviewed the data that gives you permission to do that. The ability to interpret and act on this data ethically and effectively is still a uniquely human skill.
MA: With the advancements in AI, how should young communicators view this technology? Are they nervous about it?
RC: They’re not nervous. Young communicators should not view AI as a threat. They should see it as an accelerator, a tool that can help them be more successful. Those who use the technology and understand it have a distinct advantage. It's about leveraging AI and other technologies to work for us.
MA: In the context of all this business and technological evolution in the field, what advice would you give to young communicators?
RC: Be proactive. Raise your hand and seek out experiences at every turn. It's not just about doing your job; it's about constantly learning and growing. The people who are going to be successful are not the ones who just come in and do the job and go home. They are the ones who seek out opportunities and show that extra degree of effort. Soak up all experiences and don’t be afraid to challenge and be challenged. I feel that in today’s world, there are more things for communicators to accomplish, and the career path for communications professionals has never been more promising.
