Public media is being reshaped in real time. Long-standing funding models are under pressure, forcing organizations to reassess how sustainable journalism is supported. At the same time, audience behavior is changing, with viewers increasingly consuming news through streaming and digital platforms rather than traditional broadcasts. Layered over this are political and technological forces that continue to test public trust and organizational stability. The stakes are high. Leaders in public media are being asked to make consequential decisions under enormous pressure, balancing internal realities with forces largely outside their control. Strategic missteps can ripple quickly through organizations, affecting teams, audiences, and long-term credibility.
“If you do not expect what is expected, expect the unexpected,” says Adam Gronski, Head of PBS NewsHour Sponsorship. What matters more is how leaders make decisions when faced with incomplete information, financial pressure, and teams looking for direction. In moments of disruption, the instinct to move quickly can be costly, while taking the time to assess facts, align people, and plan deliberately often determines whether an organization stabilizes or spirals.
Gronski, who has spent more than two decades guiding teams across both public and commercial media, has led through moments of major disruption, from economic downturns to structural shifts in how audiences consume content. Today, he views resilient leadership in media as something that must be built deliberately. Clear priorities, shared alignment, and a disciplined focus on facts over fear form the foundation. In environments where uncertainty is constant, that approach separates organizations that react from those that adapt with purpose.
Navigating an Industry Defined by Disruption
Public media has never been static, but the pace of change has accelerated. Gronski’s career has spanned economic downturns, political shifts, natural disasters, and fundamental changes in how audiences consume content. The transition from linear broadcast to digital and streaming platforms has altered viewing habits and revenue models, while recent policy decisions have created further instability for public broadcasters.
“The key is not to make any rash decisions and to look at all the facts and figures,” he says. That includes assessing both short- and long-term implications, whether the challenge affects relationships, ratings, or revenue. By grounding decisions in data and context, leaders can avoid compounding disruption with uncertainty of their own making. Change, in Gronski’s view, is not an interruption to leadership. It is the substance of it.
Building Resilience Through Daily Discipline
One of his most consistent habits is a short, structured team huddle. These five- to ten-minute check-ins create alignment at the start of each day and establish a steady rhythm during uncertain periods. “They are an opportunity to set the agenda and to check in and see how everyone is doing,” he says. These moments reinforce stability, which, when operating in volatile external environments, provides teams with predictable internal routines that counterbalance uncertainty and help them stay focused and connected.
Shared ownership of direction is equally critical. By establishing collective buy-in to vision and strategy, Gronski enables teams to understand not just what they are doing, but why it matters at a given moment. “You need to have everyone buying into what the vision and the goals and the strategy are,” he says, stressing that alignment creates momentum and allows organizations to move decisively as conditions shift.
Making Performance Visible and Actionable
Transparency is another pillar of Gronski’s leadership approach. He relies on clearly defined dashboards that track revenue, audience performance, and other key indicators. These tools serve as a common reference point, grounding conversations in evidence rather than speculation. “Whether it is key performance indicators, sales activity, or revenue targets, you have to know where you are,” he says. Regular visibility into progress allows teams to adjust early rather than reacting once problems have escalated. It also reinforces accountability without resorting to micromanagement. In periods of uncertainty, this clarity becomes even more valuable, as internal metrics provide a sense of control and direction.
Preparing for the Next Phase of Change
Looking ahead, Gronski sees leadership resilience becoming increasingly intertwined with technological fluency. Shifts toward streaming have already transformed media consumption, and emerging tools such as agentic AI are reshaping how organizations fundraise, market, and build community. The challenge for leaders will be to adapt without losing sight of purpose. New technologies change how audiences are reached, but they won’t replace the need for trust and meaningful connection.
Perhaps the most defining aspect of Gronski’s perspective is his insistence on reframing change itself. Even when circumstances appear negative, leaders have a responsibility to look for constructive possibilities. “I think we sometimes look at change in a negative way,” he reflects. “We have to look at change in a positive way, even when there are headwinds.” Resilient leadership, in this sense, is not about enduring hardship silently. It is about engaging openly with uncertainty, maintaining discipline in execution, and choosing optimism grounded in reality.
Follow Adam Gronski on LinkedIn for more insights.
