Across sessions and keynotes, one thing during the IABC World Conference was clear: internal communication for frontline teams keeps evolving fast. And as comms leaders, our role keeps expanding with it. We’ve pulled together some of the key takeaways that stood out most (and that many of you will likely recognize in your own daily work 👇)

1. Frontline comms delivers real ROI.

When frontline employees disconnect, the business feels it: safety incidents, turnover, lost productivity, and compliance risks. Effective comms isn’t just keeping people in the loop — it protects operations, reduces costly mistakes, and directly impacts the bottom line. The cost of not reaching your frontline is rarely immediate — but it always shows up.

2. Change hits emotions first — especially on the frontline.

Change only works when we take feelings into account. But for frontline teams, change often feels like something happening to them, not with them. Whether it’s a new policy, or a new tool — uncertainty, loss of control, or feeling overlooked show up fast. That’s why comms leaders need to spot emotional triggers early (SCARF: status, certainty, autonomy, relatedness, fairness) & map them together with change frameworks like ADKAR.

3. Data needs context to prove impact.

For frontline comms, it’s not enough to show engagement stats — leaders want to know what changed. Less turnover. Fewer safety incidents. Smoother onboarding. Faster issue resolution. Progress builds over time, but only if you connect comms directly to business outcomes they care about.

4. Comms shape Gen Z’s frontline experience.

For Gen Z frontline workers, comms set the tone. Real-time feedback, visible leaders, and clear expectations aren’t just nice to have — they’re what keep people engaged. Frontline comms need to create space for dialogue, deliver recognition as work happens, and connect daily tasks to purpose. Without it, no perk or policy can fix the culture gaps that follow.

5. Organize comms around the employee experience.

Frontline employees don’t think in departments — they want to know what matters to them. Instead of HR, IT, and Ops sending separate updates, comms should build one clear narrative that connects to daily work: flexibility, growth, impact, and connection. When the story holds together, the message lands.

6. Stories make internal comms messages stick.

On the frontline, where attention is short and trust takes time, data alone won’t move people. A simple, relatable story helps employees understand why something matters, even when the message is complex. When people connect to the story, they remember it — and that’s what turns information into action.

7. Personalization matters — but so does simplicity.

For frontline teams, hyper-personalization is becoming non-negotiable. But more content isn’t better — it’s overwhelming. The goal isn’t to send more updates — it’s to send the right information to the right people, at the right moment, in the fewest possible words.

8. Meet Gen Z where they already are.

For Gen Z frontline employees, comms needs to feel like everything else they consume: short, mobile, visual, and easy to process. Creator-style content works — long-form updates don’t. The job isn’t to push more information — it’s to design comms for how they already live and work.

9. AI can speed up comms work — but also create new risks for frontline teams.

Your role as a comms leader is to decide where human judgment needs to stay involved, set clear rules for how AI gets used inside your organization, and make sure any automation supports trust, not erodes it. It’s not about all-in or all-out — it’s about using AI as a sidekick without losing control. 1. AI can speed up comms work — but also create new risks for frontline teams.

10. Executive presence bridges the AI gap.

As AI transforms how we communicate, leadership presence matters more than ever. Frontline teams need to feel confidence, calm and credibility through comms — especially during change. Presence shows in tone, consistency and how leaders address real concerns. AI can inform, but only leaders with strong presence can connect, inspire, and move people to act.

11. Use data to shape frontline comms.

The best comms start with audience insights — not assumptions. Use data to understand perceptions, concerns, and priorities. Build messaging that reflects real needs, not what HQ thinks matters. Data helps shift narratives, target stories, and build trust with diverse teams. Great storytelling lands when it’s backed by real signals from your people.

12. Frontline trust spreads peer-to-peer.

You can’t always rely on HQ channels to carry your message across 50 locations. Micro-influencers — respected team members who are naturally trusted — can help drive adoption, shift mindsets, and scale change faster. Equip them with clear talking points, involve them early, and let them help shape how information travels.

13. Bridge channels — don’t add more noise.

Frontline employees live across screens, shifts, and locations. Strong comms connect digital and physical spaces: mobile apps, signage, briefings, and local touchpoints. Personalize messages by role, site, and timing — one-size-fits-all won’t engage. Blending channels creates consistent, inclusive experiences that drive trust, culture, and daily alignment — wherever people actually do their work.

14. Step into leadership — you’re already influencing.

Comms leaders drive alignment, trust, and change — that is leadership. You don’t need a title to lead. Influence grows by taking ownership, connecting teams, and showing how comms drives business outcomes. Partner with C-suite leaders, advocate for communication as strategy, and position yourself at the center of the conversations that move the organization forward.

15. Video connects — but only if people feel safe sharing.

Build trust first: consent, care, and clear expectations. Center real people, not perfect scripts. Especially on sensitive topics, strong prep and safe space matter. When done right, first-person video brings authentic frontline stories to life and creates emotional connection that polished messaging can’t fake.

16. Make comms personal, interesting, and easy.

Use analogies, faces, and stories to humanize change. Break info into chunks of 3. Time messages around fresh starts. Repeat across formats. Build curiosity gaps, show effort ("we spent 300 hours…"), spotlight bright spots for social proof, and create distinction. People value what they help create.

17. Write for your readers, not for yourself.

Every message is selling — you're selling attention, trust, action. Use plain language your audience actually understands. Meet people where they are, on platforms they already use. Find common ground instead of corporate speak. Simplify structure, shorten sentences, and avoid jargon. The goal isn’t to sound smart — it’s to get through.

18. AI adoption isn’t “install and pray.”

AI adoption isn’t “install and pray.” Build Tailored Technologies (AI tools customized for your business priorities) and Pervasive Proficiencies (AI literacy for everyone, across roles). Comms leaders must align AI to business outcomes, empower teams to use it daily, and create safe space for learning. The goal: AI that expands — not replaces — human potential.

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Internal comms for frontline teams isn’t standing still — and neither are we. The sessions at IABC 2025 were a good reminder: whether it’s AI, Gen Z expectations, or the emotional side of change — the work you do is becoming more complex, but also more critical.

Which one hit closest to home for you?

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