Riding the Wave Into 2026: Why Planning Can’t Wait

This was originally posted on Ron Bonjean’s Substack. Subscribe here to receive all of Ron’s thoughts directly to your inbox.

For several years as the communications director for rank-and-file Members of Congress, I attended the weekly House Republican Conference communications meetings. These gatherings were essential—not only for understanding how leadership planned to message upcoming legislation, but also for connecting with other young, ambitious communicators eager to sharpen their craft.

Occasionally, outside experts were invited in. One session still stands out: a senior communications executive from a major Fortune 500 company spoke about the importance of building quarterly communications plans. I remember sitting there thinking: Quarterly? I was fighting daily fires, trying to plan ahead a few weeks at best. My Member, his committees, and House leadership rarely planned that far ahead themselves.

Ironically, I landed my first press secretary job by doing the very thing that seemed impossible: drafting a strategic plan. It outlined local media targets, key themes from the Congressman’s agenda, and places where we could strengthen relationships to earn more coverage. But building a real calendar of events? In Congress, that often felt like predicting the weather with a coin flip.

Fast-forward to today, and long-term planning feels even more daunting. News moves at light speed. Narratives shift by the hour. And President Trump—now back for “Season 2”—still has the ability to change direction multiple times in a week.

During his first Administration, his communications staff would grab beers at The Bottom Line after work to commiserate about how their carefully crafted plan had been blown up by 9 a.m. They called it “riding the wave,” as if they were balancing on a surfboard in choppy political waters. This time around, they’re more acclimated to the turbulence—but unpredictability remains baked into the system.

Yet even in a world defined by volatility, one lesson has become more important—not less:

The inability to plan perfectly does not excuse the failure to plan at all.

And that’s the reality organizations must confront as they prepare for 2026.

It’s Time for Clients to Plan for 2026–Not Wait for It

As the country barrels toward another consequential year, organizations that wait for clarity before building their public affairs and communications strategies will already be behind. The year ahead is shaping up to be more competitive, more expensive, and more unpredictable than any in recent memory.

The organizations that prepare early are the ones who will shape the conversation—not chase it.

Uncertainty Isn’t a Pause Button–It’s the Environment

Every cycle brings unknowns, but 2026 is defined by volatility:

• Shifting regulatory frameworks
• Rapid public-opinion swings
• State-level activism filling federal vacuums
• A fractured, real-time information ecosystem

Waiting for clarity is no longer a strategy—it’s a liability.

Federal agencies continue advancing rulemakings. States are setting their own policy agendas. Public opinion is shifting faster than ever. And stakeholders expect organizations to move with foresight, not react after the fact.

The Communications Landscape Has Completely Changed

A decade ago, influence was linear. Lobbying, earned media, and targeted advertising followed a predictable pattern.

Those days are gone.

Today:

• Congressional staff consume niche policy newsletters
• Voters mobilize on TikTok before TV news cuts in
• Influencers shape narratives in real time
• Regulators expect data-backed storytelling

This shift is exactly why we at ROKK Solutions have been preparing our clients—and ourselves—for the complexity of 2026.

Just last week, we hosted two full days of strategy sessions with leading publishers and streaming audio partners. Our entire team participated in deep-dive presentations on exclusive ways clients can sponsor newsletters, audio programming, video content, and live events to reach their key audiences—inside and outside Washington.

The goal wasn’t merely to explore new platforms. It was to understand how influence itself is changing—and how clients can stay ahead of that curve.

In this world, planning cannot be a last-minute scramble. It must begin early, with precision targeting, refined message architectures, multichannel content, and scenario-based strategies that hold up across political outcomes.

The Cost of Waiting Will Be Higher Than the Cost of Preparing

One of the least appreciated truths of election-year planning is that everything becomes more expensive the longer you wait. Digital and broadcast inventory tighten. Sponsorships are being locked up now. Production timelines only grow longer as political noise rises.

Those who prepare early will dominate the conversation. Those who delay will struggle to break through.

Stakeholders Expect Proactive Leadership

Stakeholders don’t judge organizations only on what they say—they judge them on whether they are ready.

That means having:

• Scenario plans for multiple political outcomes
• Narratives tied directly to business priorities
• Rapid-response capabilities
• Data-driven analysis that guides decision-making

No one wants to enter 2026 scrambling to catch up to predictable challenges.

2026 Will Reward the Planners, Not the Passengers

The most forward-leaning organizations are already outlining their 2026 strategies. They’re securing strategic partnerships, refining their messaging architectures, mapping out Q1 and Q2, and strengthening their public affairs infrastructure.

Leaders shape the environment by preparing early. Followers get shaped by it.

The Bottom Line

The year ahead will be defined by uncertainty, political velocity, and a crowded communications marketplace. But that volatility isn’t a reason to wait—it’s the reason to start now.

If organizations want to shape outcomes, protect their reputations, and reach the audiences who matter most, the work of 2026 must begin today.