Margot Edelman embraces the ever-changing comms landscape

Insights from the PR powerhouse. 

Before moving to New York City to run Edelman’s New York office in 2022, Margot Edelman ran its San Francisco office, managing a team of 170 employees and focusing on technology clients. That Bay Area experience led to dual roles in New York – as general manager of the agency’s largest office and co-lead of its Tech Practice.

She’s a third-generation powerhouse within the Edelman family.  A leader at one of the largest PR agencies in the world, with more than 6,000 employees across 60 offices worldwide, Margot holds an MBA from Harvard and is a Young Global Leader with the World Economic Forum. She’s also an active member of many industry boards, including Ragan’s Communications Week Board.

In this latest installment of Wonder Women, we go inside the Edelman world with Margot as she shares her take on agency culture, team leadership, the changing media landscape, and the rising role of influencers and creators — plus a surprising finding from the latest Edelman Trust Barometer.

Margot and sisters Amanda (middle) and Tory.

Origin Story

DIANE: Share how you got here, as general manager of the Edelman NY office, and co-lead of the Tech Practice. 
MARGOT: I’ve had a dynamic journey at Edelman that’s shaped my leadership in the New York office and Tech Practice. While leading the Bay Area Hub, I focused on technology clients and building strong relationships with key stakeholders in Silicon Valley. Before that, I headed Edelman’s Technology Practice in the Bay Area, where I guided major tech companies like Infosys and Adobe on reputation management and trust-building. Today, as general manager of the New York office and co-lead of Tech Practice, I continue to drive growth and innovation, helping clients navigate the complexities of the global market.

Leadership

DIANE: What’s the most important quality a comms leader must possess? 
MARGOT: In communications, being able to think on your feet is essential. The media landscape is always shifting, with new developments happening all the time. A good comms leader needs to react quickly to those changes and help clients stay ahead of the curve. It’s about being adaptable and finding the right opportunities in real-time, so you’re always ready to respond.

DIANE: How would you describe your leadership style? 

MARGOT: I believe in leading by example and staying positive, even when things get tough, and showing my team and clients that there’s always a way forward. I think when you lead with optimism and purpose, it encourages others to do the same.

DIANE: How do you inspire your team? 
MARGOT: Much like my leadership style, I believe in inspiring through action. I approach challenges with positivity and look for solutions, which I believe helps the team feel more confident and motivated. By showing them what’s possible and leading with a clear vision, I try to create an environment where they feel encouraged to innovate and push boundaries.

Culture

DIANE: Fill in the blank: The future of communications is _________________. 
MARGOT: The future of communications is always changing. The landscape is evolving faster than ever, with new platforms, technologies and trends emerging every day.

DIANE: With remote work, how do you help the next generation stay connected and learn from their peers? What about helping veteran comms people learn from younger generations? 
MARGOT: We’ve embraced a hybrid approach, with three days a week in the office to keep that in-person collaboration going. Encouraging people to come in more often fosters those spontaneous conversations and learning moments that are hard to replicate virtually. It’s important for younger team members to absorb that real-time feedback and interaction, and at the same time, veterans can benefit from fresh perspectives and digital-savvy insights from the next generation.

DIANE: Some ways that you attract top talent? 
MARGOT: We focus on working with some of the most innovative and interesting companies out there. This not only attracts top talent but also allows our team members to engage in groundbreaking projects and develop new offerings, encouraging everyone to bring their ideas to the table and innovate in their roles.

DIANE: DEI, as a term at least, has taken a hit – your view?
MARGOT: Having a diverse workforce is incredibly important as our team should reflect the broader society we serve. While the term DEI may have faced criticism, the underlying principle remains vital: fostering an inclusive environment where diverse perspectives are valued. It enhances creativity and drives better decision-making, ultimately leading to more effective outcomes for our clients.

The Work

DIANE: Share a client success that underscores Edelman’s value proposition. 
MARGOT: One standout example is our work with the George Kaiser Family Foundation. We partnered closely with them to highlight their impactful initiatives in the community, and the results really showcased our ability to drive meaningful conversations and create lasting change. It reinforced Edelman’s value proposition by demonstrating how we can help clients connect deeply with their audiences.

DIANE: What technologies are you most excited about for Edelman and for your clients? 

MARGOT: Comms is evolving so rapidly, and I’m particularly excited about the opportunities presented by influencers and creators. These technologies are changing the way we tell stories and engage with audiences. They allow us to approach things from a fresh perspective, leveraging new platforms to reach people in ways that resonate.

DIANE: Thoughts on some communicators’ fears around AI impacting their role? 
MARGOT: I think there’s a lot of potential for AI to enhance our work rather than replace it. Ideally, these tools will enable us to do things more quickly and efficiently, whether it’s creating images or videos or analyzing data. It’s about leveraging technology to free us up for more strategic thinking and creative storytelling.

DIANE: Is there anything in the latest Edelman Trust Barometer that surprises you? 
MARGOT: I find the fear of innovation particularly interesting. It’s intriguing to see how data reflects people’s hesitations about change, especially in our industry. But it also underscores the importance of staying adaptable and open to new ideas in the face of that fear.

DIANE: How have client expectations changed in the last few years and what do you anticipate two years from now? 
MARGOT: While clients expect measurable outcomes, they’re increasingly open to exploring a variety of communication channels, not just traditional earned media (while still crucial). Channels like LinkedIn and collaborations with influencers are becoming more prominent in the mix. I anticipate this trend will continue, leading to an even broader set of tools that we can leverage to meet client goals.

DIANE: Would you say there is journalist fatigue, and if so, how do you combat that from a media relations perspective? 
MARGOT: If there is journalist fatigue, our job as communicators is to tell compelling stories that stand out and interest reporters. By focusing on quality and relevance, we can engage journalists with narratives that truly resonate, making our outreach more effective and meaningful.

Self

DIANE: Take us through a typical workday – what time do you wake up, what’s your morning routine, how many meetings, best part of your day? How do you close out the day? 

MARGOT: I usually wake up early and like to start my day by reading the news to stay informed for the day ahead. After that, I make an effort to fit in a workout before the workday begins, as my mornings can get packed with meetings that often last until the end of the day. I always carve out time for breakfast and occasionally meet with clients for drinks, which is one of the highlights of my day.

DIANE: Personal habits that work? A habit you want to shed? 
MARGOT: I tend to be about five minutes late to things, which is something I’d like to shed.

DIANE: Technology you can’t live without:
MARGOT: Smartphone

DIANE: Work-life harmony – if you do it, how do you do it? 
MARGOT: When work gets heavy, I lean into it. Conversely, when things slow down, I take a breath and use that time to reset.

Margot skiing in Japan.

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