Future-ready: The skills communicators need to thrive

Who wouldn’t like to gaze into a crystal ball to find out exactly what to do to prepare for an uncertain future?

You don’t need magic when you have data. For communicators, generative AI, crisis management, executive and employee communications, and data analysis are top of the list of specializations they’ll need to future-proof their careers, according to Ragan’s Communications Benchmark Report.

The 2025 report, the seventh edition of this signature research project conducted for members of Ragan’s Communications Leadership Council, is based on a survey of more than 900 communicators worldwide.

Unsurprisingly, generative AI is once again top of the list of most coveted skills, as it was in 2024. But the uncertain political and business environment of early 2025 puts special emphasis on the other skills communicators need to thrive.

Crisis and issue management

Anti-DEI actions, rapidly shifting regulations from the Trump Administration in the U.S., shareholder and employee activism, and a trade war spurred by the imposition of tariffs on global trade have added fuel to an already volatile environment.

For many communicators, that has made crisis and issue management a top priority. Benchmark data confirms this, with 41% of communicators saying it’s a key specialization to future-proof their roles.

Ragan Communications Benchmark Report, 2025

According to the 2024 Ragan/HarrisX Survey of Communications Leaders, nearly four in 10 organizations report there is at least some risk that they will be targeted by left-leaning partisan groups based on their current values or positions. That number rises to 45% when it comes to right-leaning, conservative groups.

The targeting of higher education institutions, law firms and large companies by partisan groups and government regulators makes an effective crisis comms strategy a smart approach in a time when reputational risks can emerge quickly and sometimes unexpectedly.

Communications teams lead crisis communications strategy at 40% of organizations, underscoring the growing recognition that reputational risks demand a coordinated and dedicated crisis acumen. Comms professionals are often skilled in developing strategic frameworks and coordinating messaging.

Executive comms and employee comms

Clear and consistent communication from executives will be fundamental to navigating emerging crises and maintaining trust and engagement.

The costs of bad communications are increasingly clear. An analysis of 1,000 U.S. employees conducted by researchers from Fractional Insights found that 44% of the workforce is experiencing angst that is directly undermining organizational performance.

The financial implications are substantial, the researchers said. High angst employees show 33% lower performance and are 5.5 times more likely to be disengaged. For a 10,000-person company, that can translate to $240-330 million in losses per year.

Communicators play a central role in helping shape leaders’ words and actions to maintain employee motivation and engagement in organizational goals. Yet, many communicators find it difficult to gain direct access to C-suite leaders. Benchmark respondents noted time and lack of productive relationships as the biggest obstacles.

So what can communicators do? Communicators are prioritizing soft skills like relationship building (61%) and emotional intelligence (38%) as critical competencies for success in the communications profession.

In terms of technical skills, they’re betting on classics to deliver messaging that makes a difference. Seventy-six percent of communicators are prioritizing writing and editing skills, followed by storytelling (59%), media and commtech (59%), and measurement and data analysis (46%).

At a time of heightened volatility, fundamental comms skills can help bring clarity and calm.

AI challenge and opportunity

Looming above all others is AI, the no. 1 specialization communicators said they’ll need to future-proof their roles.

AI is nearing ubiquity in communications organizations, and nearly seven in 10 (67%) communicators expect increased use of artificial intelligence in their roles in the next three years, up 10% from 2024.

However, this growth spotlights a big challenge. In this year’s survey, we asked respondents to describe what role the communications team is playing in shaping or guiding the organization’s AI strategy and direction.

More than half said they are either playing no role or they don’t know what role the communications team is playing. One in three are helping to communicate policies, processes and guidelines related to gen AI use and implementation in the organization.

Ragan Communications Benchmark Report, 2025

In light of the significant role communicators expect gen AI to play in coming years, the fact that 53% said they are either unsure or uninvolved in AI strategy is a stark warning. A significant portion of communicators are at risk of being left on the outside looking in as the next wave of business transformation passes them by.

Upskilling in generative AI, becoming actively involved in cross-departmental innovation teams and moving use cases beyond productivity gains to higher level uses should be a top priority for communicators in 2025.

The full 77-page report, based on a survey of more than 900 communicators worldwide, is available exclusively to members of the Ragan Communications Leadership Council.