Toni Harrison utilizes a blend of diversity and inclusion and carefully crafted narratives as her strategy to authentically represent public-facing figures to elevate their brand stories to be uniquely impactful. Toni’s remarkable journey began when she spent fundamental years in the newsroom, where she learned about all things crisis management and integrated communication strategy. At the catapult of her career, she took on brand management of political figures like Harris County Judge Lina Hidalgo, and corporations like PepsiCo and Polaris. Her can-do mindset and her daily dedication to stay curious for the ability to evolve pushed her to become a trusted award-winning public relations advisor, and spokesperson for major railroad company Union Pacific.
Company: Etched Communication
We are thrilled to have you join us today, welcome to ValiantCEO Magazine’s exclusive interview! Let’s start off with a little introduction.
I began my career as a journalist with CBS News, where I confirmed my love of storytelling and gained first-hand accounts of crisis management. The newsroom experiences required me to communicate effectively under pressure, and that is the foundation for how I approach public relations and crisis response today. Whether working with political leaders, global corporations, or cause-related initiatives, curiosity, adaptability, and a commitment to meaningful impact, always guide my work, and they continue to drive the success of Etched Communication.
Can you share a time when your business faced a significant challenge? How did you navigate through it?
Toni Harrison: One of the most significant challenges my business faced came during the rapid growth phase we experienced over the past year. Doubling in size in just six months put immense pressure on every part of the organization, from operational workflows to client relationships. While growth is a blessing, it can also bring unforeseen difficulties in maintaining the level of service and attention to detail that initially set us apart.
To navigate this, I had to be proactive in building a framework and empowering leadership within my team. I focused on recruiting the right talent to manage the increasing demand while investing in ongoing training to ensure our core values and service standards didn’t waver. I also implemented scalable systems that streamlined workflows, moved away from the siloed work style, and opened communication channels to foster transparency during this intense period.
Simultaneously, I prioritized self-care and my leadership’s well-being to combat burnout. As a leader, I realized that maintaining personal resilience was key to guiding the team through a stressful time. Ultimately, we came through stronger by embracing adaptability, clear communication, and a shared commitment to the company’s mission.
How has a failure or apparent failure set you up for later success?
Toni Harrison: One of the most impactful lessons I’ve learned is how to embrace growth in pieces. We often hear phrases like ‘go big or go home,’ ‘hustle hard,’ or ‘booked and busy,’ but I’ve come to realize that success doesn’t come from doing everything at once. Real growth happens when we face challenges head-on and allow ourselves to learn, even from failures or setbacks. Failure often stems from not knowing how to break growth down into manageable parts.
Whether you’re launching a new business or navigating a career change, it can be tough. But if you allow yourself to embrace growth gradually, those hard moments can be isolated, and you’ll come out stronger on the other side. This approach has transformed both my personal and professional life.
It’s important to move away from the ‘go big or go home’ mentality, because that’s often how burnout happens. You don’t have to be all things to everyone at all times. The idea of being ‘booked and busy’ is not as glamorous as it seems. If you take on too much, you risk being miserable in the process. True success is found in balance—pacing yourself, growing steadily, and thriving without sacrificing your well-being.
How do you build a resilient team? What qualities do you look for in your team members?
Toni Harrison: Building a resilient team starts with cultivating a culture of trust, communication, and adaptability. I focus on creating an environment where team members feel empowered to take ownership of their work but also supported when they face challenges. Resilience isn’t just about bouncing back from setbacks; it’s about being proactive in finding solutions and having the confidence to pivot when necessary.
I believe in fostering open communication, where everyone—from the most junior employee to senior leadership—feels comfortable sharing their ideas and concerns. This openness encourages creativity and helps the team collectively navigate obstacles. I also make sure we celebrate our wins, both big and small, because acknowledging progress reinforces a positive mindset even in tough times.
As for the qualities I look for in team members, adaptability and a can-do attitude are crucial. The ability to stay calm under pressure and shift direction when circumstances change is essential in the fast-paced world of public relations. I also value individuals who are self-driven but team-oriented—people who are not only experts in their field but are also willing to roll up their sleeves and collaborate.
Resilience is built through experience, but it’s strengthened by a mindset that embraces continuous learning and the desire to improve. I look for team members who possess that growth mindset, as they’re the ones who will rise to the occasion, support one another, and contribute to the long-term success of the business.
How do you maintain your personal resilience during tough times?
Toni Harrison: Maintaining personal resilience during tough times is about staying grounded and intentional with my time and energy. I’ve learned that resilience doesn’t just come from pushing through challenges; it comes from being aware of my limits and making self-care a priority. One of the most important things I do is carve out time to reset—whether that’s through daily meditation, exercise, or simply stepping away to recharge mentally. These practices help me maintain clarity and avoid burnout.
I also lean on my support network. Surrounding myself with trusted mentors, peers, and my family provides invaluable perspective. They remind me that I don’t have to do it alone, and sometimes, the best solutions come from collaboration. I believe that honest vulnerability is a strength, so I’m not afraid to ask for help or delegate when needed.
In the business world, especially as a leader, resilience is tied to adaptability. I approach challenges with a mindset of learning—understanding that every obstacle is an opportunity to grow both personally and professionally. This perspective helps me stay positive, focused, and ready to pivot when the situation requires it.
I stay connected to my purpose. Knowing that my work and leadership have a broader impact on my team, clients, and the community keeps me motivated, even during difficult periods. It’s that sense of responsibility and purpose that drives my resilience and helps me push through tough times.
What strategies do you use to manage stress and maintain focus during a crisis?
Toni Harrison: In crisis situations, managing stress and maintaining focus are critical to making clear, effective decisions. One of the key strategies I rely on is creating structure amidst the chaos. When faced with a crisis, I prioritize tasks by breaking them down into manageable steps and setting clear timelines. This approach helps me and my team focus on immediate actions without feeling overwhelmed by the bigger picture.
Another strategy is to remain calm and centered. I make it a point to pause and take a moment to assess the situation before reacting. This allows me to stay composed and avoid making impulsive decisions. I’ve found that maintaining a steady presence as a leader helps the team stay focused as well, especially when the stakes are high.
Communication is also essential. During a crisis, I ensure that information flows clearly and consistently within the team and to our clients. Transparency is key—being upfront about what we know and what we’re doing to address the issue builds trust and reduces uncertainty, which naturally lowers stress levels for everyone involved.
On a personal level, I manage stress through mindfulness practices like meditation and taking short breaks to reset. This helps me maintain mental clarity and stamina during high-pressure situations. I remind myself to delegate; knowing that I don’t have to handle everything alone is empowering, and trusting my team to execute allows me to focus on strategic decisions that will lead us through the crisis.
How do you communicate with your team during a crisis?
Toni Harrison: During a crisis, clear and consistent communication is absolutely essential. I make it a priority to establish an open, transparent dialogue with my team from the outset. The first step is gathering all the necessary information and assessing the situation so that I can provide the team with accurate, timely updates. This helps to reduce uncertainty and gives everyone a clear understanding of what we’re dealing with and what it takes to manage it successfully.
I also focus on being both decisive and calm. A leader’s tone can set the pace for how the team reacts, so I make sure to convey a sense of control and confidence. Even when the situation is evolving rapidly, I provide frequent check-ins to keep the team informed on any changes or new developments. This regular communication helps prevent confusion and ensures that everyone stays aligned on our objectives.
I encourage two-way communication during these moments as well. It’s important to create a space where team members feel comfortable asking questions, sharing concerns, or offering solutions. By fostering an environment of trust and open dialogue, we can collaborate more effectively to address the crisis.
Lastly, I’m mindful of acknowledging the emotional toll a crisis can take on the team. I make an effort to recognize their hard work and reassure them that we’re navigating this together. Showing empathy during these times helps to maintain morale and reinforces a sense of unity and resilience.
What advice would you give to other CEOs on building resilience in their organizations?
Toni Harrison: My advice to fellow CEOs on building resilience within their organizations is to start by fostering a culture of adaptability and trust. Resilience is about more than just weathering challenges; it’s about preparing your team to embrace change and come out stronger on the other side. Encourage your employees to be problem solvers and give them the autonomy to make decisions. When your team feels empowered, they become more agile and resourceful when faced with obstacles.
Another key is transparent communication. As leaders, it’s important to be clear and consistent in how we share information—especially during uncertain times. Keeping your team in the loop not only builds trust but also reduces anxiety, allowing everyone to focus on finding solutions instead of worrying about the unknown.
Investing in your people is also essential. Provide opportunities for continuous learning and professional development, as this builds the confidence and skillsets needed to navigate difficult situations. Resilient organizations are made up of resilient individuals, so helping your team grow personally and professionally strengthens the entire company.
Lastly, resilience starts with you. CEOs need to model the mindset they want to see in their organization. If you remain calm, adaptable, and focused in the face of challenges, your team will follow suit. Remember that resilience doesn’t mean going it alone—lean on your leadership team, listen to their insights, and foster a collaborative environment that thrives under pressure.
How do you prepare your business for potential future crises?
Toni Harrison: Preparing my business for potential future crises starts with proactive planning and building a culture of readiness. We regularly review and update our crisis management plans to ensure they align with current business operations and external factors. This involves identifying potential risks—both internal and external—and developing strategies to mitigate them. From there, I make sure we have clearly defined roles and responsibilities so that when a crisis hits, everyone knows their part.
One key element is conducting regular crisis simulations. These exercises allow the team to practice responding to various scenarios, which builds confidence and agility. It’s not enough to have a plan on paper—you need to see how it plays out in real-time and make adjustments based on those experiences.
I also emphasize the importance of strong communication channels. Ensuring we can quickly and effectively communicate with our team, clients, and stakeholders during a crisis is vital. We have established protocols in place for sharing information promptly, and we leverage technology to facilitate that process.
I focus on fostering a resilient mindset within the company. Encouraging adaptability and maintaining flexibility in our workflows allows us to pivot quickly when necessary. Whether it’s through cross-training staff or staying up-to-date on industry trends, we prepare by staying ahead of challenges rather than reacting to them.
By staying prepared, agile, and committed to continuous improvement, we ensure that we can face whatever the future holds with confidence and resilience.
What’s the most important lesson you’ve learned about leadership in times of crisis?
Toni Harrison: The most important lesson I’ve learned about leadership in times of crisis is the power of calm and empathetic communication. When challenges arise, maintaining a composed demeanor not only reassures the team but also helps to foster trust and collaboration. It’s crucial to listen actively to concerns and to show genuine support for team members, as their well-being is essential for overcoming obstacles together.
Additionally, I’ve realized the importance of adaptability. Crises often require us to think on our feet and adjust our strategies quickly. Embracing flexibility enables us to respond effectively to unforeseen circumstances.
Ultimately, leading with transparency and empathy strengthens our team’s resilience, allowing us to navigate crises more effectively and emerge stronger on the other side.
