The landscape of corporate internal communications is undergoing a fundamental transformation, shifting away from high-volume information dissemination toward a more streamlined, human-centric approach. At the center of this evolution is Darcie Rosenthal, the Director of Communications Planning and Performance at ADM (Archer-Daniels-Midland), a global leader in human and animal nutrition and agricultural processing. With a professional background rooted in the high-stakes environment of broadcast news production, Rosenthal is advocating for a strategic overhaul of how global organizations interact with their workforces. Her methodology emphasizes the reduction of administrative noise, the critical interrogation of artificial intelligence (AI) outputs, and a profound respect for the "cognitive load" carried by middle management.
As ADM manages a vast global workforce across hundreds of facilities, the complexity of internal messaging requires more than just clear writing; it necessitates a sophisticated understanding of audience psychology and operational logistics. Rosenthal’s insights come at a critical juncture for the industry, as companies grapple with "information overload" and the integration of generative AI into standard workflows. Her upcoming participation in Ragan’s Manager Communications Workshop on September 2nd serves as a platform to address these systemic challenges, offering a blueprint for modern communicators to transition from content creators to strategic advisors.
The Newsroom Foundation: Rigor, Adaptability, and Deadlines
Rosenthal’s perspective on corporate communication is inextricably linked to her early career as a morning news producer in the American South and Midwest. The transition from a midnight-to-morning newsroom to a global corporate headquarters may seem stark, but the core principles remain identical. In the newsroom, the requirement to produce a two-hour live broadcast starting at 5:00 a.m. demanded a level of rigor and role clarity that Rosenthal now applies to ADM’s global initiatives.
In the broadcast environment, standards and processes are not merely suggestions; they are the infrastructure that prevents total failure during a crisis. Rosenthal notes that the unpredictability of breaking news—where an entire night’s preparation can be discarded in seconds—taught her the value of adaptability. This "newsroom mindset" is increasingly vital in the corporate sector, where geopolitical shifts, supply chain disruptions, and internal changes require communicators to pivot instantly. By establishing high standards and clear processes during periods of stability, organizations can ensure that their communication apparatus remains functional and effective when things change "at the drop of a hat."
Furthermore, the newsroom environment fostered a culture of radical collaboration. In broadcast, the distinction between job titles often blurs during a live show; if a task needs completion, the nearest capable person steps in. Rosenthal has carried this "all-hands" philosophy into her work at ADM, advocating for communicators to be proactive partners who jump in wherever they are needed, regardless of technical job descriptions.
Redefining the Managerial Role: From Channel to Colleague
One of the most significant shifts in Rosenthal’s philosophy involves the treatment of middle managers within the organizational hierarchy. Traditionally, internal communications departments have viewed managers as a secondary "channel"—a conduit through which information flows from leadership to the frontline. While Rosenthal acknowledges that managers are indeed a valuable channel, she argues that treating them solely as such is a strategic error that leads to burnout and inefficiency.
According to data from Gallup, managers are responsible for at least 70% of the variance in employee engagement scores. Despite this influence, they are often the most "squeezed" demographic within an organization. Rosenthal posits that communicators must treat managers as "colleagues first" rather than just delivery mechanisms. This means acknowledging that managers already have full-time operational responsibilities and cannot be expected to act as part-time communications editors.
The "respect for the manager" approach involves providing information that is ready for immediate use—what Rosenthal describes as "pick up and turn on" content. When communications teams force managers to sift through dense emails to determine what is relevant to their teams, they are essentially delegating their own jobs to the managers. By simplifying these inputs, communications teams can protect the manager’s time and ensure that the core message reaches the end employee without being distorted by the manager’s own exhaustion or confusion.
The Case Against the FAQ: Empowering Through Context
In what many industry veterans might consider a "hot take," Rosenthal has called for the elimination, or at least a significant reduction, of the "Frequently Asked Questions" (FAQ) document. For decades, the FAQ has been a staple of corporate toolkits, intended to provide a safety net for managers during periods of change. However, Rosenthal argues that these documents often serve as a crutch that fails in practice.
The psychological reality of information consumption suggests that few people—managers included—have the time or inclination to search through a list of twenty questions to find a specific answer while in the middle of a team meeting. Instead of providing a script (the FAQ), Rosenthal advocates for providing the "why." If a manager understands the strategic rationale behind a company decision, they are empowered to answer questions authentically and confidently in their own voice.
This shift from scripted responses to contextual understanding represents a move toward high-trust organizational cultures. Rosenthal suggests that for highly technical or sensitive inquiries that fall outside a manager’s depth, the solution is not a longer document, but a direct line to a real person or a dedicated resource mailbox. This ensures accuracy while maintaining the human connection that is essential for effective leadership.
Artificial Intelligence: The Necessity of Professional Skepticism
As generative AI becomes ubiquitous in the communications field, Rosenthal warns against the "optimization" of the human element. While AI is an unparalleled tool for reformatting content and scaling production, it lacks the nuanced understanding of a company’s unique culture and the specific "pain points" of its employees.
Rosenthal’s approach to AI is one of "curiosity and skepticism." She treats AI outputs with the same scrutiny she would apply to a junior staff member’s draft, frequently asking the tool: "Why is that your recommendation?" and "How do you know that?" This practice of interrogation is essential for identifying "AI delusions" or hallucinations—instances where the model generates plausible but entirely incorrect information.
More importantly, Rosenthal highlights the "Dan and Lindsay" test. Internal communicators often have specific colleagues in mind—the "Dan" or "Lindsay" of their department—who serve as a barometer for how a message will be received. AI cannot predict who will "roll their eyes" at a corporate cliché or who will struggle with a specific broken link in a process. These instincts, developed through years of relationship-building, are what Rosenthal believes must be protected at all costs. AI should handle the labor of reformatting, but humans must retain the authority over tone, empathy, and strategic direction.
The Multi-Format Future: Lessons from the Airplane Row
The final pillar of Rosenthal’s communication strategy is the recognition that "format-agnosticism" is no longer optional. During a recent flight to a conference in Nashville, Rosenthal observed three different people in her row consuming books in three different ways: one on a tablet, one via a physical hardback, and herself via an audiobook.
This observation serves as a metaphor for the modern workforce. Employees do not consume information in a monolithic way. Some may prefer a detailed intranet article, others a quick mobile notification, and others a brief audio update during their commute. Rosenthal argues that the job of the communicator is not to post a story once and hope for the best, but to ensure the core message is adapted for every preferred consumption style.
With the aid of AI, the barrier to creating multi-format content has been significantly lowered. The challenge now is not the effort required to reformat, but the strategic discipline to ensure that these varied versions are delivered to the right people at the right time.
Strategic Implications and the Path Forward
The insights shared by Darcie Rosenthal reflect a broader trend toward "Communication Performance"—a discipline that values the impact of a message over the volume of its output. For a global entity like ADM, where communications can influence everything from safety protocols on a farm to financial reporting in a boardroom, the stakes are high.
The move toward simplifying manager communications and interrogating AI output is not just about efficiency; it is about building organizational resilience. When managers feel supported rather than burdened, and when employees receive clear, contextualized information in their preferred format, the entire enterprise becomes more agile.
As the industry prepares for the upcoming Manager Communications Workshop, Rosenthal’s message is clear: the future of internal communications lies in the marriage of newsroom-style rigor with a deep, empathetic understanding of the human beings behind the screens. By cutting the "noise" of FAQs and leveraging AI as a tool for scale rather than a replacement for judgment, communicators can reclaim their role as vital strategic advisors in the global corporate landscape.
