Keeping Calm: Middle East PR Leaders On Navigating Regional Tensions

(MENAFN- PRovoke) As geopolitical tensions escalate across the Middle East, communications professionals in the Gulf are navigating a delicate balance: heightened awareness of events unfolding nearby and even over their heads, alongside a strong determination to maintain stability, continuity and perspective.

Across conversations with agency leaders in Dubai, Abu Dhabi and beyond, a consistent picture emerges: this is not a regional industry in crisis mode, or pretending nothing is happening. Instead, it is operating with measured vigilance, where the emotional weight of the situation is acknowledged, but not tipping into panic or paralysis.

That is perhaps the most striking thread running through our conversations with agency leaders who have teams across the UAE, as well as Saudi Arabia, Oman and Qatar. The mood is undoubtedly serious, and in some cases personally affecting, but it's also pragmatic.

Leaders talk about anxiety but also resilience; about flexibility, but also routine; about stronger internal communications and more sensitive client counsel, but also about daily life continuing, businesses staying open, and teams doing what communications professionals tend to do in uncertain times: reading the mood, checking in more often, and trying to bring clarity where they can.

While cities such as Dubai, Abu Dhabi, Muscat, Riyadh and Doha are not at the centre of the conflict, the proximity of events and the intensity of global media coverage have created an underlying sense of caution across the region's business community. For PR agency leaders, the challenge has been less about direct crisis response and more about leadership: supporting employees who may feel unsettled, advising clients navigating uncertainty, and maintaining business momentum without sounding glib or detached.

Speaking to leaders across the region, we didn't want to get into the geopolitics, but the lived experience of running communications businesses through an uncertain moment: the mood inside organisations, the conversations taking place with staff and clients, and what, exactly,“business as usual” looks like when“normal” feels a little more fragile.

Calm, cautious, and carrying on

If there is a single phrase that captures the mood in the Gulf communications market right now, it is probably "calm, but watchful". No one is minimising the seriousness of the moment, but nor are they describing dysfunction or shutdown. Instead, what comes through is a kind of practiced steadiness, shaped by experience and reinforced by confidence in institutions, leadership and community.

Ziad Hasbani, regional CEO of Weber Shandwick MENAT, which has teams across the Gulf, sees that resilience as something deeper than surface-level optimism:“In the GCC, there is a unique foundation of resilience. This isn't blind optimism, it is a measured confidence built on lived experiences over the last decade, regional tensions, global pandemic, and economic transformations. In each instance, strong leadership and clear government communication have steered society through uncertainty.

“Our people are very attentive and closely following what is happening around them. Every team member processes concern differently, but trust in institutions remains strong, and that keeps the mood positive. Work largely continues. What changes is the nature of the work: more strategic counsel, more crisis preparedness, and a greater focus on internal communications.”

The distinction between work continuing and the nature of the work changing comes up repeatedly. Agencies are not in full emergency mode, but that everyone has become a little more thoughtful, a little more careful, and more conscious of the emotional and reputational context in which they are operating.

Loretta Ahmed, founder and CEO of UAE-based Houbara Communications, describes the mood as a“mixture of concern and professionalism”. She says:“Many people across the region are dealing with the emotional weight of the situation. At the same time, the communications community here is very experienced in navigating complexity. There is a quiet, pragmatic resilience across agencies and in-house teams. People are checking in on each other more, being mindful of colleagues who may have family in affected areas, and at the same time staying focused on supporting their clients responsibly.”

That idea of people quietly looking out for one another also came from Pete Jacob, managing director of Current Global MENAT, who describes the mood as“calm, cautious and steady”.

“For sure there's some anxiety, as there would be with any unknown situation without an end date, very much Covid emotional vibes, without the lockdown or face masks," he says. "I'm seeing people getting on with the job in a more thoughtful way and genuinely looking out for each other. There's a lot of checking in, a lot of scenario mapping, a lot of making sure clients, colleagues and families are okay, while staying positive, proactive and trying to keep things moving forward. It's PR professionals doing what we do best, bringing clarity and judgement when it matters most.

“At the same time, particularly here in the UAE, daily life feels very normal, as mad as that might sound. Despite what you might be reading in the UK media, residents are still going out and getting on with things. Yes, there's uncertainty in the background, yes there's a pause in the usual number of tourists, but there's also a real sense of perspective, community and resilience. This is our home and people are not putting their life on pause.”

This pushback against outside assumptions about the region is important. Several leaders made the point, explicitly or otherwise, that there is often a gap between how the Gulf is imagined from outside and how it feels on the ground. This matters commercially as well as culturally, in how businesses, clients and international peers understand risk, continuity and the capacity of the region to keep functioning under pressure.

Leadership, not crisis theatre

Another clear theme is the need for a certain leadership tone of voice, leaning into communication, visibility, reassurance and flexibility rather than operational shifts.

Hasbani says Weber Shandwick's approach has centred on safety, flexibility and empathy:“Our primary message to our people is simple: their safety and personal and professional well-being are our top priority. At times like this, our approach is anchored in two principles: flexibility and unwavering support. Our offices remain open as a source of stability, resilience and connection, but we empower our people to decide wherever they feel comfortable working from, whether that is from home or even from their home countries. We trust our teams to manage their responsibilities and commitments to clients in a way that safeguards their peace of mind.

“We also lead by empathy. We recognize that our talent is our greatest strength, just as we did during the pandemic, and prioritizing their mental and emotional health is non-negotiable. This is the foundation of our resilience as an organization. At the same time, we remind our teams that the region has faced challenges before and shown resilience each time. By staying connected and supporting one another, and continuing to deliver for our clients creates a sense of purpose that keeps people grounded.”

Ahmed makes a similar point:“Leadership at moments like this is about calm and honesty. You can't ignore the fact that people may be feeling unsettled, particularly when events are unfolding so close to home. So the first step is acknowledging that and making space for those conversations. At the same time, teams need clarity. They need to know there is a plan, that flexibility exists if people need it, and that their wellbeing genuinely comes first.”

Jacob, meanwhile, is characteristically direct about what good leadership should not look like:“For me, the leadership approach that matters most, and frankly it's the same whether things feel unnormal, new normal or normal, is being visible and human. Good communication should not be corporate theatre, yet I've seen quite a bit of that these past few weeks. It's about reassurance, perspective and making sure people don't feel left to decode uncertainty on their own.

“As a leader it's also understanding you can't be perfect and it's OK to show vulnerability. We're trying to communicate with our teams and advise our clients as we always do. That means no drama, no over-engineered corporate language and not pretending everything is fine if people are clearly feeling the weight of things. The key messages need to be simple, we're paying attention, we'll keep communicating clearly, use your own judgement, look after yourselves and speak up if you need support. Equally, some people don't speak up, so we're proactively checking on them too.

“I think moments like this reveal the emotional intelligence that sits at the heart of good communications. The best comms people are not just writers or media handlers, they are readers of mood and can judge when people need information, reassurance or just need to be left alone.”

Louise Jacobson, managing partner at Brazen MENA, based in Dubai, puts it like this:“At moments like this, leadership is really tested, so the most important thing you can do is be human. For me, it's about leading from the front, being strong, but also kind and empathetic, and recognising that people process situations differently. Our role is to provide constant reassurance and clarity while helping the team maintain momentum in the right way.”

Conrad Egbert, head of PRCA MENA, which represents communications professionals across the region, also points to familiar leadership qualities being amplified rather than reinvented:“Being a journalist, keeping things real is always top priority for me. Safety is prime. Staff has been advised to follow government guidance on safety. In times like these, leadership qualities that stand out the most are empathy, clarity and decisiveness.”

The work goes on, but the work changes

A recurring point from agency heads is that operations are continuing, but priorities are shifting. Put simply, clients are not necessarily asking for less communications support, they are asking for different kinds of support.

Hasbani says conversations with clients have moved towards higher-level counsel:“In times of uncertainty, the nature of our conversations with clients shifts towards high stake strategic counsel. Clients look for expert guidance, especially when external events start impacting their business operations, from events to travel and logistics to supply chains.

“Our role is to help them navigate the messaging around these challenges and manage stakeholder expectations proactively. In practice this means developing communications for employees, partners and customers that are clear, responsible, consistent and convey steadiness. Periods of instability are exactly when clear, disciplined communication makes the biggest difference. For agencies, this is when our role as trusted advisors becomes most critical and most valuable.”

Ahmed describes a similar shift from planned execution to constant judgement:“Most teams are reviewing communications plans through a more sensitive lens. Campaigns are being paused or adapted, events reconsidered, and messaging scrutinised to ensure it reflects the moment we're in. When circumstances shift quickly, the value of experienced counsel becomes critical.”

She adds that client questions are becoming more existential and more nuanced:“When the environment becomes as uncertain as this clients want to know whether to pause communications, how to speak to employees responsibly, whether it's appropriate to comment publicly, and how stakeholders may interpret what they say.”

Jacob is even more explicit about the move away from routine execution and towards deeper advisory work:“We're working with clients right across the comms mix and where they need us most. From proper 24/7 issues monitoring and response to C-Suite leadership counsel and strategic business direction and from proactive consumer engagement to employee engagement comms.

"In general clients are asking should we say something? Should they pause? Is this the right tone? How might this land? What do our stakeholders need from us right now? Are we prepared if the situation changes? Those are much bigger questions than can you draft a release? I think this time has been one of the most important reminders of the special superpower of PR, in a region where plenty of people hear PR and still think 'press release'.”

The current environment in the region appears to be reinforcing the argument that strategic communications is not a support function bolted onto the side of business, but an essential part of how organisations read context, manage risk and maintain trust.

Emma Smith, CEO of Sandpiper, which is headquartered in Singapore and with a Dubai office opened in 2024, sees that as part of a wider structural shift:“We are still seeing strong momentum on the ground despite recent developments in the region. In the immediate term, we're seeing more client asks around how businesses and leaders can better support employees and partners, strengthen issues preparedness, and access clearer geopolitical intelligence to guide decision making.

“This is in line with the broader shifts we're seeing across the industry from traditional PR to reputational advisory. If anything, the current geopolitical environment is reinforcing the strategic role of communications as organisations place greater emphasis on reputation, stakeholder engagement, and preparedness in a more complex operating environment. And equally, it demonstrates the growing maturity of the communications sector in the Middle East and the sophisticated asks of our clients on the ground.

“Given that the Middle East sits at the intersection of US, China, Europe, and Global South interests, we anticipate continued growth for firms that understand how to navigate policy, narrative, and stakeholder landscapes across multiple markets. From my personal perspective, I believe that the region's economic transformation agendas will remain resilient, despite the current geopolitical backdrop.

“The GCC, especially the UAE, Saudi Arabia, and Qatar, has repeatedly demonstrated the strength of its leadership in navigating crisis and global challenges, underpinned by economies built on solid and increasingly diversified fundamentals. This, in turn, instils confidence and trust among citizens and businesses alike.”

The maturing of the Middle East PR market is also noted by Marina Mathews, founder of MM Communications, which is also based in Singapore with an office in Dubai. She points to the complexity of communications in a region where official messaging, public sentiment, commercial realities and human emotion are all in play at once.

“I've always felt that the Middle East treats public relations in a very literal way,” she says.“Most of the important messages still flow from the public sector and speak to the public at scale, and in a period like this where there's so much uncertainty, that top down tradition is throwing the value of strong communicators into sharp relief.

“From my perspective working closely with our clients in the region, our work is about reconciling those government-led narratives on policy, progress and risk with the everyday needs of brands that still have to open hotels and restaurants, sell tickets, attract talent and nurture investors, while remembering there are human beings in the middle of all of it, especially journalists, who are stretched and often dealing with their own emotional load.

“That forces you to be very clear about who 'the public' actually is for any given brief, to bring a lot of empathy and tact into every piece of messaging and every media conversation, and to accept that there is still a place for uplifting, lifestyle and business-as-usual stories, particularly around moments like Ramadan and Eid, as long as you've genuinely earned the right to tell them through thoughtful timing and tone.”

In other words, this is not only a question of whether brands should say less. It is also a question of how they say anything at all, and whether they have earned that space.

Business as usual, but with a different rhythm

Almost everyone we spoke to used some version of the phrase“business as usual”, but not in the sense of indifference: it's about more check-ins, more judgement, more contingency planning, more sensitivity and, in some cases, a little less noise.

Egbert says the comparison with Covid has come up repeatedly in his conversations with industry professionals:“Many people I've spoken to have compared these times to Covid. And while I believe they're not entirely the same, I can see the similarities. Quieter roads, less events, and a general feeling of cautiousness. But the MENA comms industry is doing what it does best in difficult times, upping its game to support, guide and advise its clients and staff.”

Jacobson describes the daily reality inside Brazen MENA:“It has meant a bit more coordination and communication across the board. Within our team, we've introduced daily check-ins so everyone can stay informed, share updates and support one another. We've also given people flexibility around working from home or the office, depending on what feels most comfortable for them.

“From a client and industry perspective, there's been more alignment and re-strategising, reviewing plans, adjusting timelines and sense-checking messaging together. We're also in close contact with media, checking sentiment on a daily basis and staying close to the news cycle so we can advise clients on the right tone and timing for communications.”

Jonty Summers, managing director of Hanover Middle East, which has offices in Dubai, Riyadh and Abu Dhabi, sums up the prevailing atmosphere neatly:“It's been a couple of weeks of business as usual marinaded by low-level stress.

“On the outside normal life continues but at the same time we've been on the receiving end of nearly 2000 missiles in the past 16 days. Work wise, we have had quite a few crisis plans to do! And there has been a real focus on internal communications by clients, and obviously regular team check ins form a core part of our week with our own teams. Leaders seem to have learned the lessons of Covid.”

“Business as usual marinaded by low-level stress” is probably one of the best descriptions of the current reality; Joe Lipscombe, head of MENA at The Romans, the UK-headquartered agency that opened its Dubai office in 2024, gives a similarly stripped-back assessment:“Our position is that we're heads down, focused on supporting our people, advising our clients, offering our clients a very calm and human type of counsel, and keeping a long-term view on our targets and objectives. We haven't done anything special. We're all just doing our best.”

Open for business, and still thinking long-term

One of the more interesting tensions is between short-term uncertainty and longer-term confidence. Nobody is pretending there will be zero impact if regional tensions continue or worsen. But neither do most leaders talk as if the broader economic and communications trajectory of the Gulf has fundamentally changed.

Peter Thomas, principal for Folgate Middle East, which has a growing presence in the region, is candid but upbeat about the longer-term picture:“It is a little early to know what commercial impact the conflict might have, but without doubt that will come. From our conversations on the ground with clients, prospects and other stakeholders the overriding message is that they are still open for business and there is a mix of resilience, cautious optimism and commitment to the long haul.”

He adds that locally there is much praise for local government actions to protect their people, and transparent communications from political and royal leaders, which is contributing to calm and confidence despite the threat.

“There is also a feeling that if the conflict is short and sharp then we could quickly see if not an immediate return to normality at least a level of stability that would give companies confidence to keep spending at or near the levels they have been,” he says.

“More long term the consensus is that this is still a region of huge dynamism and opportunity and companies remain committed to the GCC. Undeniably there will be an economic impact but the scale of that is just not yet clear, and so for now this feels like an extremely challenging bump in the road rather than a major pothole. Time will tell, but the Gulf region has a history of coming together in times of crisis and it feels like that will be the case again.”

Jacob, too, says Current Global is already thinking beyond the immediate moment:“We're already working with clients on the 'back to normal' strategy and my sense is there'll be a big bounce back. Despite this being an abnormal year, I think you'll still see the Middle East PR market grow at a rate other regions would envy.”

A region often misunderstood

If the operational story is one of continuity under pressure, the cultural story is one of frustration with outside assumptions. Several leaders explicitly challenge the tendency of outsiders to see the Gulf only through the lens of geopolitical instability, rather than as a complex, diverse and unusually resilient region.

Ahmed says one of the biggest misunderstandings is the assumption that tension automatically means breakdown rather than understanding how resilient and grounded the region actually is:“From the outside, people sometimes assume that any geopolitical tension immediately disrupts daily life or business operations.

“In reality, the Gulf has an extraordinary ability to remain stable, organised and forward-looking even during uncertain moments. The communities here are incredibly diverse and supportive. People check in on each other, businesses adapt quickly, and there is a strong sense of shared responsibility to maintain stability.”

Jacobson puts it more emotionally:“There is often a lot of incorrect perception, misinformation and stereotyping internationally about what life in this region is really like, particularly at the moment. If I had to pick one thing people misunderstand, it's that this region genuinely has soul.

“There's an incredible mix of nationalities living and working side by side, a strong sense of tolerance, community and pride in where people live and work, and real respect for government and leadership. When you combine that diversity and culture with ambition and people looking out for one another, it creates something quite unique.

“I've been here 11+ years now and experienced that first hand during Covid, and I'm seeing it again now. In challenging moments people pull together, support one another and keep moving forward. The UAE has proven time and again that it's resilient, and I have no doubt it will bounce back, and bounce back stronger than ever.”

Egbert makes a related point, but through the lens of the kind of people who choose to build careers there:“People here are built differently. And when I say people, I don't just mean the locals, I mean the kind of expats that choose to move here, we're driven, progressive and agile. We're David Goodhart's 'anywheres.' We enjoy working hard, living a certain standard of lifestyle and most of all we believe in what we're building here.”

The small things matter most

For all the talk of strategy, client counsel, preparedness and market resilience, there is a very human aspect to how leaders in the region are navigating this time. When asked what helps them and their teams maintain normality and focus, most leaders did not cite process, but routine, sleep, connection, messages, quick chats, meals with friends and people checking in on each other.

Jacob says those quieter interactions often matter more than formal communications:“Trying to keep a sense of focus has come through the basics like routine, clear priorities, talking to each other properly and knowing what actually matters today and what can wait. The invisible conversations matter a lot. The one-to-one phone calls, the WhatsApp check-ins the quick chats with colleagues and the simple act of asking how are you doing and actually meaning it.”

Ahmed makes a similar point about perspective and resisting the emotional distortion that can come from living too closely inside the news cycle:“Working in communications means you're constantly exposed to headlines and information flows, which can make everything feel more immediate and overwhelming than it actually is. Maintaining normal routines, focusing on the work that matters, and staying connected with colleagues, friends and family all help create balance. And perspective matters, because our role as communications professionals is not to amplify panic, but to bring clarity and judgement when it's needed most.”

And Jacobson's answer is perhaps the warmest of the lot:“For me it comes down to connection and routine. I'm still going out, meeting friends for meals, having beach days, making sure I move every day, trying to get as much sleep as I can, and not doom scrolling too much.

“At work, our daily catch-ups keep us positive, everyone aligned on what needs to get done and give the team a sense of structure. We're lucky in that we genuinely care about one another, our craft and our clients, so supporting them through moments like this doesn't really feel like work, it just feels like the right thing to do.”

That may be the real conclusion here. The Gulf communications industry is not untouched by regional conflict, and it isn't stoically suppressing concern. Rather, it is responding in a way that feels distinctly human and distinctly professional: by keeping calm, communicating clearly, and carrying on.

Additional reporting by Camillia Dass.

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