Prompt writing is fast becoming a core public affairs skill. AI does not replace strategic thinking, however, it rewards those who give it real context, clear objectives, and defined constraints rather than vague requests. The professionals who stand out won't just use AI, they'll know how to brief it, question it, and apply the judgment no model can replace.

For so many, the last weeks of August conjure hot, lazy days, backyard barbecues, and maybe a vacation before the kids head back to school. But in the Sacramento world that revolves around the State Legislature, it's either a ring of Hell, the Gates of Heaven, or the Purgatory of "We'll Tackle this Next Session."

Public affairs and lobbying are often treated as separate line items instead of one unified strategy, and that gap costs clients real ground on Capitol Hill. Bringing both disciplines together from day one is critical to shaping outcomes and protecting a client's reputation. The room where it happens needs both seats filled from the start.

AI is moving fast, and for many organizations, the challenge isn't recognizing its potential; it's knowing where to start. From privacy concerns to constant platform updates, the path to adoption can feel overwhelming. In this column, I share the practical principles and strategies our team at Calkin Public Affairs is using to focus on what matters, unlock efficiency, and embrace AI while maintaining the human expertise that drives real results. Surprise! (And spoiler alert – there will be more surprises to come!)

Verdict: Surprise! (And spoiler alert – there will be more surprises to come!)

When I started this journey, scaling the business seemed like the most daunting task. I had a core group of amazing, established clients and a decade-plus track record of winning business, delivering the work, and running the company. The one thing missing from this operational model was the ability to scale the volume of work and the staff needed to support it.

In just two days, the front runner to lead the world’s fourth largest economy became unemployed, maybe divorced, and possibly facing criminal charges. I ripped up the donation check sitting on my desk. We all owe a debt of gratitude to the victims who told their story in time to make a difference and prevented Swalwell from succeeding. I can't imagine how hard it was for them to come forward.

The governor’s race in California is deeply unsettled. It has also been deeply unsettling for the many folks who care deeply about who our next Governor will be, since as of this writing, we are roughly a month from the primary election and there is no unequivocal frontrunner. That is unprecedented for this state.

We often find ourselves in legislative campaigns around issues that cause emotions to run high and passionate arguments sometimes (often) overshadow facts. In these types of fights, effective messaging from credible messengers is absolutely critical to campaign success.

Our firm recently went through a hiring process for a new member of the team and sifted through more than 100 applicants to find the person with the best combination of skills, experience, and cultural fit. While AI and finding high-performing talent seem to be on the tip of most founders’ tongues, one item that is rarely discussed is how to best integrate them into your organization. Once new team members come aboard, how do we successfully onboard them into the firm?

Headlines around AI continue to dominate news and social media. Is this technology the next great invention since the internet or the downfall of the white-collar workforce? Our economic boom or the ultimate job killer? We’ve officially reached the point where businesses and consumers alike want, and need, to understand how AI will affect our lives – and jobs – today, and what that means for the future.

There was a lot going on in 2025. Sweeping policy and economic pivots made waves at global, national, state, and local levels. AI investment and advancement took center stage throughout the business community and in our personal lives. And on a note closer to home, we launched and began to grow Calkin Public Affairs.

Just as certain as New Year’s Resolutions will be forgotten by the third week of January, the familiar and comforting march of the legislative and state budget statutory deadlines will guide us through fully ten months of our year. While a well-trodden path, 2026 will undoubtedly hold a few unknowns, detours, and surprises.

The end of every year is always a natural time for reflection, with an eye toward the future. This year, there is a lot to reflect on, and I’m doing so with a lot of gratitude for my family, friends, team, clients, mentors, and everyone else in my orbit who has been part of this journey.

Over the last year, I’ve spent a good amount of time thinking about my leadership style. Essentially what kind of boss I want to be to attract, build, and empower the right team to succeed.

We've talked a lot about how we do this through our Catalyst Model and how it truly sets us up for success. But while it serves as our overarching framework, no Catalyst Model process is the same.

Over the last decade, the media landscape has changed drastically – which isn’t news to anyone in the communications and public affairs world. Newsrooms are shrinking, journalists are being asked to cover more issue areas with less resources and AI is starting to produce more and more content, with varying degrees of reliability and accuracy.

When I get asked by people looking to start their own business about the hardest parts, I rarely say marketing the firm. But in launching Calkin Public Affairs, it became apparent that for the company to succeed we would have to treat ourselves as a client -- to promote our brand, work and service offerings. And while that should be simple given that we do this for clients every single day, the practice of doing so for yourself and your firm somehow feels much harder.

I have known for decades that the life of a consultant, particularly one in politics and public affairs, would never be a typical 9-5 kind of a gig. The work we do is fast-paced and can feel “always on.” That excitement and energy has driven me for so many years – it’s part of what I love about our industry – you never know what the next day will bring in terms of crisis, wins and new friendships. You also know that in this business, some periods simply require more time commitment to reach successful outcomes for our clients.

In part one of this series on managing a crisis, we covered the critical foundational steps for how to prepare yourself and your team as a crisis is unfolding.

Now let’s move on to the crisis itself. Once you have your house in order, the real work begins. In terms of managing clients through a crisis, I also have a few tips to deliver the best counsel and services possible