I’ve been in a lot of manufacturing plants and industrial facilities over my career, and I still love watching someone experience one for the first time.
It happened again recently. A group of students walked into a manufacturing facility expecting what many people picture: loud, repetitive, low-tech. Then they saw the work up close, and you could see it click. The reality was bigger, more advanced and far more human than they expected. The employees leading the tour talked about their work with real pride, and the students took note.
No message we could have written would have done that as well.
Telling has never been harder.
Every organization is trying to reach people it doesn’t control: future employees, community leaders, the partners it relies on. Their attention is harder to earn than ever. There’s more content, less space for any of it to breathe and a feed that rewards the next scroll. Even strong headlines struggle to stick.
Video cuts through in a way words alone can’t, because people want to see things, not just read about them. It’s a core part of how we tell stories for clients. And it pairs best with something no screen can replicate: standing in the space, feeling the scale and asking someone a question face to face.
Messaging builds understanding. Experience builds belief.
That gap matters most when your story is misunderstood or hard to picture. Three things happened on this tour that no digital tactic could deliver alone.
- Employees told their own story. We share employee stories on social, but it’s a small glimpse. In person, they answered live questions and showed students what the work, and the pride behind it, actually looks like.
- Audiences met each other. Students, community partners and the employer were in the same room, which rarely happens. Partners who knew the company mostly through meetings and formal business settings saw the work firsthand, and relationships that needed more nurturing moved forward.
- The payoff was real. The company has recruited from events like this before, and someone on its team today first learned about the opportunity on a tour.
The event is the anchor. Integrated communications is how it lives on.
An event is one moment in time. What you do around it determines whether it matters beyond the day.
For this client, that meant planning key parts of the experience before, during and after:
- Before: Short, clear outreach to stakeholders about what to expect and how to engage. The ask was simple: join us and see it for yourself.
- During: Our team was on the floor, capturing the day on video and experiencing the work firsthand. Being there helps us see the stories worth telling.
- After: Video, social and follow-up communications carry the moment to people who weren’t in the room and keep the conversation going with those who were.
The in-person experience builds trust. Video and social carry it further. Each does something the other can’t, which is why we treat them as one effort, not separate tactics.
This isn’t just a manufacturing lesson.
Every industry has a story that’s easy to misread. A health system, a utility, a nonprofit whose program donors have never seen: all depend on audiences whose perspective may be out of date. The question worth asking is, when did the people you most need to reach last see the work for themselves?
What makes it work?
Keep the ask simple. Stay focused on what matters most to the organization and be willing to table anything that drifts from the mission. Set clear roles and expectations and over communicate.
Know when it isn’t the right moment. If the lift is too heavy or the timing is off, wait. A rushed experience can be worse than none.
The imperative is simple.
The signs that it worked aren’t tidy: follow-up meetings, new partnership conversations, asks to do more events. The conversation continuing is the point.
If there’s an audience you’re trying to reach and a story that’s easy to misread, consider skipping another message. Invite them in, then build the communications around the moment so it lasts.
Ashleigh Chatel is a seasoned communications leader with over 15 years of experience specializing in corporate reputation management, media relations, and executive positioning. She currently serves as Vice President of Client Relations at VVK, where she leverages her expertise to deliver impactful strategies and foster strong client relationships. Her collaborative approach and focus on fostering meaningful connections make her a trusted partner.
Previously, Ashleigh was a Senior Vice President at FleishmanHillard Detroit, where she was integral in building and leading a high-performing Corporate Reputation and Media Relations team. Her expertise helped elevate national and global brands while also protecting reputation through strategic media placements, earned and paid national event positioning and executive LinkedIn thought leadership. With her proven track-record for results, Ashleigh has counseled clients across various sectors including energy, automotive, manufacturing, healthcare, nonprofit and technology.
Her earlier tenure as Director at Lambert, Edwards, and Associates saw her managing diverse corporate communications portfolios for organizations like Blue Cross Blue Shield of Michigan, Continental Automotive Systems and the Michigan Economic Development Corporation, among other Michigan-based companies.
Ashleigh earned her degree from Wayne State University, reflecting her deep connection to Detroit’s vibrant professional community. She’s been involved organizations including Inforum Michigan, the Detroit Economic Club, Motor City Speak Easy Toastmasters and Beyond Celiac, among others.
When not spending time with clients or the VVK team, you’ll find her traveling or plotting the next trip, finding the best gluten free meal, being active outside, at a museum and reading or exploring something new in the area.