The role of internal communications within a global hospitality giant like MGM Resorts International is a high-stakes balancing act of logistical precision and human empathy. Lauren Stephens, who currently leads internal communications strategy for the corporation, oversees a sprawling network of more than 60,000 employees across a diverse portfolio of iconic Las Vegas Strip properties, including the Bellagio and Vdara. Her journey to this leadership position was anything but linear, moving from a pre-med track in her freshman year of college to wedding planning and, eventually, food and beverage operations within the MGM ecosystem. This eclectic background provided a unique foundation for understanding the operational realities of a workforce that ranges from executive leadership to front-line service staff. Today, Stephens is a central figure in guiding the company through massive organizational shifts, mergers, acquisitions, and culture refreshes, emphasizing that even in an era of digital transformation, the most powerful tool in a communicator’s arsenal remains the direct conversation.
The Evolution of Internal Communications at MGM Resorts
The scale of MGM Resorts International is significant, with the company serving as one of the largest employers in the state of Nevada. Managing messaging for 60,000 individuals requires a tiered strategy that balances corporate-wide initiatives with the specific cultural nuances of individual properties. Stephens’ career trajectory within the company reflects the growing complexity of the field. Initially focused on supporting individual properties, her role expanded as the company underwent significant structural changes.
In recent years, MGM has navigated several high-profile transitions, including the acquisition of The Cosmopolitan of Las Vegas and the sale of operations for properties like The Mirage and Mandarin Oriental (now Waldorf Astoria Las Vegas). These transitions necessitate a rigorous approach to change management. Stephens notes that her day-to-day responsibilities have shifted from tactical execution to high-level counseling. She serves as a mentor and strategist for property-level communications teams, ensuring that the brand’s core values remain consistent even as individual hotel identities are maintained.
The internal communications department at MGM functions as a bridge between the executive suite and the workforce. This is particularly critical during "companywide refreshes," such as the recent update to MGM’s values and culture. Such initiatives are not merely cosmetic; they are designed to align a massive, diverse workforce with the long-term strategic goals of the corporation. Stephens’ role involves building the comprehensive communication plans and deliverables that ensure every employee, from the corporate offices to the casino floor, understands their role in the company’s evolving narrative.
Why Change Communications Efforts Often Stumble
In the professional landscape of internal communications, the term "failure" is often synonymous with a lack of alignment or a breakdown in employee trust. Stephens identifies the primary reason for these failures as a lack of structural integration. Many organizations treat communications as a reactive function—a "nebulous thing" that happens at the end of a project rather than a core component of the planning process.
Stephens advocates for a project-management-style approach to communications. In many corporate environments, departments like finance, human resources, and procurement are given dedicated line items in a project plan or Gantt chart. Communications, however, is often overlooked until the final stages of an initiative. When employees feel blindsided by changes or when a new policy fails to gain traction, it is usually because communications was not treated as its own strategic discipline.
Industry data supports this perspective. According to studies by McKinsey & Company, approximately 70% of change programs fail to achieve their goals, largely due to employee resistance and a lack of management support. Effective internal communication is the primary lever for overcoming these obstacles. Stephens argues that the fix is simple but requires a cultural shift within leadership: engaging communications "early and often." By including communicators in the early stages of a project—even if they are initially just observing—leaders ensure that the eventual messaging is informed, authentic, and strategically timed.
Navigating the "New Normal" of Constant Change
In the modern corporate world, and particularly within the fast-paced hospitality and gaming industry, change is no longer a periodic event; it is a constant state. Stephens warns against the "jaded" perspective that can set in when organizations undergo frequent transitions. There is a temptation to assume that because a team has handled one merger or one leadership shift, they can simply replicate the previous plan for the next one.
However, Stephens emphasizes that no two changes are identical. A transformational merger requires a different emotional and logistical resonance than a minor policy update. Communicators must remain curious and analytical, asking the difficult questions to determine the unique nuances of each situation. This requires a high degree of emotional intelligence to gauge the potential "change fatigue" of the workforce. If employees feel that changes are being forced upon them without adequate explanation or support, engagement levels can plummet, leading to increased turnover and decreased service quality—a critical risk in the hospitality sector.
The "Back to Basics" Approach in a Digital Age
One of the most compelling aspects of Stephens’ philosophy is her "hot take" on the role of technology. While MGM utilizes a wide array of digital tools, including mobile apps for employees and AI-driven platforms, Stephens maintains that these are supplements to, not replacements for, human interaction.
Recent focus groups conducted by Stephens with MGM leadership revealed a recurring theme: direct conversation remains the most effective method of communication. In an era where employees are constantly bombarded with emails, notifications, and intranet posts, the value of a face-to-face (or even a direct voice) conversation has increased. This "back to basics" approach fosters a sense of transparency and belonging that digital tools often struggle to replicate.
This human-centric approach extends to how Stephens manages her own team and her interactions with corporate partners. She describes herself as a "thought partner," encouraging colleagues to reach out for informal consultations rather than struggling through complex messaging alone. This collaborative environment reduces the silos that often plague large corporations and ensures that internal messaging is cohesive and supportive.
The Productivity Crisis: Addressing Meeting Fatigue
A significant hurdle to effective communication and strategic thinking is the modern corporate obsession with meetings. Stephens highlights a common phenomenon: the "5 p.m. rush," where employees finally begin their actual work after spending eight hours in back-to-back meetings. This culture of constant conferencing limits the ability of professionals to think strategically and execute tasks efficiently.
MGM has experimented with "No Meeting Fridays" to combat this issue, a move that aligns with a growing global trend. Research from the Harvard Business Review suggests that when companies reduce meetings by 40%, employee productivity increases by over 70%, and job satisfaction rises significantly. By clearing the calendar, employees are given the "white space" necessary to process information and engage in deep work. For a communications leader, this time is essential for the thoughtful planning that prevents the "just-in-time" messaging failures Stephens previously described.
Living and Working in the Las Vegas Valley
Stephens’ professional life is inextricably linked to the geography of Las Vegas. Working on the Strip offers a unique vantage point on the global tourism industry. However, she also highlights the distinction between the "tourist" version of Las Vegas and the reality of living in the valley. For the 60,000 employees she represents, Las Vegas is not just a destination; it is a community with suburbs, nature trails, and a traditional family life.
This understanding of the local context is vital for an internal communications leader. It allows her to tailor messaging that resonates with the actual lives of the employees. Whether it is acknowledging the logistical challenges of working in a high-traffic tourist zone or highlighting the local recreational opportunities like Red Rock Canyon and Mount Charleston, Stephens’ connection to the region informs her authentic voice as a leader.
Broader Implications for the Future of Corporate Comms
The insights provided by Lauren Stephens reflect a broader shift in the field of internal communications. Once viewed as a "support" function relegated to newsletters and bulletin boards, internal comms is now recognized as a critical driver of business value. In the context of MGM Resorts, effective communication is directly linked to the guest experience. An informed and engaged employee is more likely to provide the high level of service that defines brands like the Bellagio.
As organizations continue to navigate the complexities of remote work, AI integration, and a fluctuating global economy, the lessons from MGM’s strategy are clear:
- Integrate Early: Communications must be a primary line item in every strategic project plan.
- Prioritize Human Connection: Digital tools should enhance, not replace, direct dialogue.
- Guard Against Fatigue: Protecting employees’ time by reducing unnecessary meetings is essential for strategic success.
- Remain Agile: Every change initiative requires a fresh analysis; there is no "one-size-fits-all" template for organizational transition.
Stephens’ participation in upcoming industry forums, such as Ragan’s Change Communications Certificate Course, underscores the importance of sharing these best practices across the industry. As the "new normal" of constant change continues to evolve, the leaders who thrive will be those who, like Stephens, combine the rigor of project management with a steadfast commitment to the human element of the workforce. By treating internal communications as a strategic necessity rather than an administrative afterthought, companies can navigate even the most turbulent transitions with their culture and their workforce intact.
