Beyond PR: Strategic Press Engagement

I was sitting in an executive development class, listening to leaders who’d led companies, shaped industries, and carried the kind of stories you don’t find in textbooks. The facilitator? A retired Lieutenant General. Not someone who tiptoes around a point. They shared a story about their early interactions with the media. They gave an interview, said something off-the-cuff — and boom! — the press ran wild. Headlines flared. Context twisted. The narrative took on a life of its own. The fallout wasn’t catastrophic, but it was enough to make them step back from the spotlight for some time.

When they returned, they didn’t just show up — they showed up with a plan. Every interview had a purpose. Every word was chosen with intent. They weren’t there to charm the press. They were there to communicate a message, clearly and strategically.

That wasn’t just a good story — the story underscored a key principle of public communication, whether you’re engaging with the press or on social media. Because whether you’re leading a battalion or a business unit, one truth holds: If you don’t control the narrative, someone else will.

Public Communication Isn’t PR — It’s Strategy

Too often, leaders speak reactively — responding to questions, filling airtime or offering updates that lack direction. The best leaders, however, treat public communication engagements like a strategic maneuver. Their starting point is always a simple set of questions:

• What is the intent of this message?
• What do I want my audience to think, feel or do?
• How will this shape perception, drive action or reinforce culture?

Consider how Indra Nooyi, former CEO of PepsiCo, used media interviews to reinforce her “Performance with Purpose” strategy. She didn’t just talk about quarterly earnings. She talked about values, sustainability, and long-term vision. Her words weren’t reactive; they were roadmap markers.

Or take the example of Mary Barra, CEO of General Motors. When speaking to the press, she consistently ties announcements — whether about electric vehicles or corporate policy — back to GM’s long-term transformation strategy. Her interviews don’t just react to questions; they drive the narrative.

Three Takeaways for Public Communication

1. Have a Message Before You Have a Microphone. Before any communication — whether it’s a press interview or media panel — ask yourself: What’s the strategic intent? If you can’t answer that, you’re not ready to speak.
2. Don’t Just Inform — Influence. Inspire. Persuade. Align. Your message should shape outcomes. Use these moments as a strategic channel to influence stakeholders who aren’t in the room. Speak to move minds, knowing who’s really listening.
3. Repeat Yourself (on Purpose). Repetition isn’t a flaw — it’s branding. If your message doesn’t echo, it doesn’t stick — and it certainly doesn’t lead.

In leadership, every word is a lever — meant to lift your narrative, not just fill space. If you’re not shaping the story, someone else will. And they’ll write the ending without your approval. Because when you speak with intent, you don’t just lead the conversation — you own it.

Adeline (Addy) Maissonet is a Procurement Analyst for the Defense Pricing, Contracting, and Acquisition Policy (DPCAP) within the Office of the Secretary of Defense (OSD), U.S. Department of Defense (DoD). She serves as a senior advisor on contracting policies and procedures and the agency’s representative on the Department’s views on proposed legislation to Congressional members, their staff, and committee staffers. Prior to her current role, Addy served as a Division Chief and Contracting Officer with unlimited warrant authority for the U.S. Army Mission and Installation Contracting Command (MICC) – Fort Eustis, Virginia. Addy holds an MBA in Management and Contracting Level III Certification under the Defense Acquisition Workforce Improvement Act. She is a graduate from Cornell University’s Executive Leadership Certificate Program. In her free time, Addy enjoys hiking and overlanding with her family and friends.

Note: The views and opinions expressed in this article are those of the author and do not necessarily reflect the official policy or position of the Department of Defense.

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