Guiding the Year Ahead: Q&A With PRSA Board Chair Heide Harrell, M.A., APR
By John Elsasser
January 2026
As PRSA enters a year of transformation and renewed focus, Heide Harrell, M.A., APR, steps into the role of 2026 Board Chair at a personally meaningful milestone — her 20th year as a PRSA member.
What began as an early connection through PRSSA at the University of Central Arkansas evolved into two decades of leadership, service and advocacy across every level of the organization — from Chapter president to District chair to the National Board.
Harrell brings broad professional experience to the role, currently serving as director of communications for Central Arkansas Water, where she helps guide a system serving nearly half a million Arkansans.
Her PRSA journey reflects that same commitment to impact and community. She has championed professional development, supported PRSSA students, strengthened governance and strategy, and earned the Arkansas Chapter’s Crystal Award for her sustained contributions to the profession.
In this Q&A, Harrell reflects on the leadership lessons that shaped her, her priorities for the year ahead, and why marking two decades with PRSA makes 2026 both a milestone and a moment of meaningful opportunity for the organization.
What inspired you to join PRSA initially?
I began my PRSA journey as a PRSSA member at the University of Central Arkansas. I first joined in college because I wanted to learn more about the profession and connect with peers who shared my interest in communications.
That experience provided me with a strong foundation and demonstrated the value of being part of a professional community. When I graduated, joining PRSA felt like a natural next step; although, I didn’t do it immediately, which is something I regret.
When I initially joined, it offered opportunities for continued learning, networking and leadership development. Over time, I discovered the significant impact we can have in shaping the future of our industry. That’s what inspired me to stay engaged and take on leadership roles.
Not only did you become a member, but you have also served in nearly every leadership role at PRSA, at the Chapter and National levels. Where does the passion come from to serve?
My passion for serving in PRSA leadership stems from a desire to give back to the profession that has given me so much. This organization has been instrumental in my growth, such as providing job opportunities, resources and a network of peers around the country who have shaped my career.
Serving in leadership allows me to help deliver that same value to others. It’s about creating opportunities for members to learn, connect and thrive, while advancing our organization’s strategic vision. For me, leadership is not just about guiding PRSA; it’s about guiding others. It’s about strengthening the profession and ensuring its future. I consider it a privilege to help others succeed in our industry.
You’ve mentioned how much the Arkansas Chapter influenced your career. What’s something you learned at the Chapter level that still guides you now?
I absolutely love my Arkansas Chapter! It’s where I first experienced the true power of connection and community in our profession. One thing that still guides me today is the importance of investing in relationships.
The Chapter’s commitment to excellence, including being ranked No. 1 in the nation for the most APRs-to-non-APRs per capita, taught me that when you prioritize professional development and member value, you create a culture that lifts everyone.
The friendships and connections I formed at the Chapter level continue to shape my leadership approach nationally, because strong relationships and a focus on growth are the foundation for everything we do. Those lessons shape my approach to governance and strategy today. Every decision should strengthen member value and advance the profession.
How have your PRSA and professional leadership experiences shaped your perspective as the 2026 Board chair?
My experiences in PRSA and professional leadership have profoundly shaped my perspective as Board Chair. They’ve taught me that leadership is about listening first, building trust and aligning strategy with member value.
My nearly 20 years of service to PRSA have shown me the importance of governance that is both visionary and practical. I’ve learned that strong relationships and collaboration drive progress, and that every decision should strengthen our profession and empower members to succeed.
As chair, I’m focused on creating a culture of transparency, innovation, and inclusion, because those principles ensure PRSA remains relevant and impactful for years to come.
Every new Board chair brings their own perspective to the role. What’s your focus or “platform” for the year ahead, and are there any special initiatives or programs you’re hoping to introduce or build on?
My focus centers on three priorities: revenue, retention and recruitment. We need to ensure financial sustainability through innovative revenue streams, while also delivering exceptional member value that drives retention.
At the same time, we must expand our reach by recruiting new professionals and students into the organization, because growth fuels relevance.
I’m committed to building on existing programs and introducing strategies that make PRSA not only the leading voice for our profession, but also the most valuable resource for every communicator at every stage of their career.
How do you describe your leadership style, especially when working with such a wide network of volunteers?
My leadership style is rooted in collaboration, transparency and leading by example. I believe in fostering a culture where innovation thrives, and people feel valued and supported.
In challenging situations, I focus on being strategic and inclusive, which means bringing the right voices to the table and ensuring decisions align with our mission and values.
Ultimately, I strive to live by the Platinum Rule: Treat others the way they want to be treated, not the way you want to be treated.
PRSSA students are such an important part of PRSA’s future, and you’ve always been a big supporter. What excites you most about the next generation of PR professionals? What advice do you find yourself sharing with them most often?
What excites me most about the next generation of PR professionals is their adaptability and passion for work that drives purpose. They’re entering the field with a strong sense of ethics, creativity and a willingness to embrace change, which are all qualities that will shape the future of our profession.
My advice to them is simple. Never stop learning and never lose your curiosity. Embrace every challenge as an opportunity to grow and lead with integrity and empathy. Technology and trends will evolve, but the ability to think critically, build relationships and communicate authentically will always set you apart. The world needs your voice. Use it to make a difference.
The communications landscape is constantly evolving, most notably with AI. What do you see as the biggest opportunities for PR professionals right now?
AI is opening doors we never imagined, and for us, the opportunity is to lead innovation while staying true to our craft by becoming the champions of trust. We can harness AI to uncover insights, predict trends and create personalized experiences at scale, yet the heart of communications and public relations remains human connection.
In a world where automation can blur authenticity, our role is to ensure transparency, uphold ethics and keep humanity at the center of every message.
By embracing AI responsibly, we can build stronger relationships and set the standard for integrity in a rapidly evolving landscape. Those who combine technology with creativity and empathy will not just adapt, but they’ll redefine what excellence looks like in our profession.
And what challenges do you think we’ll need to address together as a profession in 2026?
One of our greatest challenges will be preparing our workforce for a rapidly evolving skill set. As technology reshapes how we communicate, we must master data analytics, AI tools and digital storytelling, all while continuing to excel at relationship-building and strategic thinking.
Bridging this gap will require intentional investment in education, mentorship and continuous learning so that we remain agile and relevant in a world of constant change.
When you think about the year ahead, what do you most hope PRSA and PRSSA members take away from 2026?
What I hope members take away from 2026 is that, even in one of the most challenging years in two decades, we are stronger together. We didn’t arrive here overnight, and we won’t transform overnight. But we have a clear plan, and every step we take is building a foundation for the next 79 years of our association’s success.
My hope is that members see this year as a strategic investment in our future. Together, we’re ensuring PRSA’s strength and relevance for generations to come.
