NAIDOC Week is an annual national celebration of Aboriginal and Torres Strait Islander peoples, history, culture, and achievements. In 2026, NAIDOC Week will run from 5th to 12th July, with the theme “50 Years of Deadly“ marking five decades of honouring First Nations strength, culture, leadership, and community.
Telum Media spoke with Madison West, Agency Director of Steady Ground, on how multicultural Australia, including international businesses and organisations in the country, can create genuine and meaningful ways to communicate about First Nations histories, cultures, and perspectives during NAIDOC Week and beyond.
How has NAIDOC Week awareness grown after five decades?
NAIDOC Week is an important opportunity for all Australians to recognise, celebrate, and learn from the histories, cultures and achievements of Australia’s First Nations peoples. This year's theme marks a significant milestone, celebrating five decades of NAIDOC Week and the recognition of the strength, resilience, leadership, and contributions of Aboriginal and Torres Strait Islander peoples.
Over the past decade in particular, NAIDOC Week has seen an increase in mainstream visibility and awareness in the lead-up to and following the 2023 Voice Referendum. What we have seen since the Referendum is a spotlight on important national conversations, but there is still so much more work to do. We must see these conversations continue daily, not just during NAIDOC Week.
As Australia marks 50 years of NAIDOC Week, we are reminded of the enduring strength of First Nations peoples and the importance of continuing to advocate for the rights, interests, and aspirations of Aboriginal Communities across the nation. This is something we do at Steady Ground, and we are proud that our work supporting Aboriginal Communities contributes to keeping these important conversations on the daily news agenda.
International brands and organisations entering the Australian market might not be familiar with NAIDOC Week or First Nations communications. How should they navigate this space for the first time?
Aboriginal affairs is incredibly complex and nuanced, which means there is a critical need for brands and organisations to partner with specialists in the space who understand the landscape, have deep knowledge of the history and culture of First Nations peoples, and proven experience navigating the complex challenges that can arise.
Time and time again, we see many brands and organisations fall into the trap of developing a Reconciliation Action Plan (RAP) and adding an Acknowledgement of Country to presentations, documents, and events, as a marker for how they can support Aboriginal Communities. While these are all great steps, they represent the baseline of what can be done.
Support for, and engagement with, First Nations communities extends far deeper than this. Brands and organisations need to work alongside First Nations peoples and specialists to ensure the histories and cultures of First Nations peoples inform their work every day of the year.
How can organisations and individuals communicate about NAIDOC Week in ways that resonate with culturally diverse audiences while maintaining the depth, nuance, and integrity of First Nations stories and perspectives?
Australia is home to the world’s oldest continuous living culture, spanning more than 65,000 years. Our First Nations peoples have been denied a rightful place in this country time and time again, all the way up to and beyond the 2023 Voice Referendum.
NAIDOC Week is an opportunity to support, amplify, and celebrate First Nations culture and stories. It should be the launchpad for year-round conversations, awareness, and learning. While NAIDOC Week is the first touchpoint, it’s up to every person in Australia, regardless of their culture and background, to commit to driving conversations forward.
We encourage Australia’s multicultural community to use NAIDOC Week to begin the journey of understanding. Read the Uluru Statement from the Heart or follow an Aboriginal organisation on social media. Be informed. Be curious. These are all starting points to gain an understanding.
When it comes to Indigenous-led storytelling, there is an increasing emphasis on ensuring First Nations people are actively involved in shaping the narrative. How can brands and organisations collaborate meaningfully without appearing to capitalise on the moment?
Tokenism is rife when it comes to supporting Australia’s First Nations people and while initiatives are typically introduced with good intentions, they don’t actually move the needle. More work and a deeper contribution is required to make an impact.
For communication professionals, these can be small, tangible steps that make a difference. For example, engaging with, booking and collaborating with First Nations influencers, content creators and media personalities (and paying them for their time and output), ensuring your team is familiar with Supply Nation, and proactively engaging with First Nations communities and businesses, thought leaders and advocates to inform the approach in campaign planning and communication strategies.
It also means donating to and supporting Aboriginal organisations, charities and initiatives, employing and giving opportunities to First Nations people, using your platform to amplify important messaging, engaging with Traditional Owners and First Nations peoples when it comes to physical events, and consulting directly with First Nations communities to ensure that communications that reach First Nations audiences are culturally appropriate.
What role do First Nations-led communications agencies play in helping organisations engage with NAIDOC Week and other Indigenous events, and why is that expertise so important in today's communications landscape?
The right communications partner can help you navigate complex situations and ensure your work is culturally appropriate, meaningful, and intentional. Expertise in this space comes from people with genuine connections to and demonstrated experience working with First Nations peoples. Without this support and guidance, organisations risk their communications looking insincere and performative.
At Steady Ground, we are culturally informed with a close network of Aboriginal advisors to ensure we can support Aboriginal and non-Aboriginal organisations as they advance their mission and amplify their message. As a specialist in the space with proven experience, it’s our job to provide communications context on key topics to ensure organisations have the skills, nuance, and understanding to make a legitimate impact.
For many of our clients, NAIDOC Week is more than a celebration. It is a time to reflect on the achievements of communities, honour those who have fought to advance Aboriginal rights, justice and self-determination, and acknowledge the work that continues to strengthen First Nations peoples and their communities across the country.
It is important we all collectively remember this and use NAIDOC Week to start ongoing conversations year-round.
Interview: Madison West on NAIDOC Week communications for diverse audiences
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"I don't know what I don't know."
I've heard some version of that from nearly every communications leader I've worked with over the past year, and it usually arrives with a slightly rueful shrug. I've come to understand that the shrug is doing a lot of work - because when leaders don't have enough working knowledge of AI to picture what their team actually needs, they can't commission that work, can't evaluate what comes back, and often end up delegating it to someone who's navigating the same uncertainty.
That's where I suspect things can stall. And this article is a reflection on this very challenge.
The delegation problem
An anecdotal digression: I'm kicking off a pilot coaching program at the moment with a communications leader in Asia. She's sharp, genuinely enthusiastic about AI, and has been trying to get her team moving on adoption for the better part of a year.
At some point she did what a lot of leaders do: she identified someone on the team who was interested, appointed them as the AI champion, and handed the programme over to them to drive forward.
It’s sputtering. Not from any lack of effort - he's a solid, hardworking person. But he's also someone who needs more strategic direction than he was getting, and without close engagement from his manager, things drifted.
After a few conversations between us, the leader arrived at a realisation I've come to see as something of a turning point: she needed to get more directly involved herself, stop treating it as something she'd delegated, and actually champion it. That's what prompted the coaching work we're now doing together, which is, in a way, the start of the course correction.
What she also admitted, with some honesty, is that the reason she'd stepped back in the first place was uncertainty. She wasn't sure what AI could realistically do in her specific context. She hadn't built enough working knowledge to know what to ask for, what to prioritise, or what good AI integration even looks like for a team like hers.
When AI usage starts to drift
Most of the communications teams I'm working with are still early enough in their AI journeys that this particular scenario hasn't fully played out yet. They're working through initial projects with me and starting to explore what deeper integration might look like.
But I can already see the conditions forming. Leaders feel the pressure to enable AI, have given their teams access to a tool, pointed someone at it, and maybe arranged some training. Yet they haven't built enough working familiarity with what AI can actually do, in practice and in their specific context, to evaluate what comes back, spot which friction points are worth attacking first, or make a credible internal case for it when the moment comes.
The broader pattern here is well-established. BCG's 2024 research on large-scale technology programmes found that more than two-thirds miss their targets on time, budget, and scope. McKinsey's work on transformations more broadly puts the success rate consistently below 30 per cent, with leadership engagement (or the absence of it) repeatedly identified as a primary factor.
This isn't unique to AI or to communications. Change programmes that don't have genuine, knowledgeable engagement from the person at the top tend to drift, regardless of the technology involved.
What makes AI harder to lead than most technology rollouts is the knowledge dimension. A leader can engage meaningfully with a new CRM or a collaboration tool without needing to understand how it works under the hood. The process logic is familiar enough. With AI, the gap between what the tool can actually do and what most leaders can currently picture it doing is often significant enough to shape the whole programme. If the leader can't see it working in their context, they won't know what to ask for, and they won't be able to judge whether what they're getting is any good.
My hunch is that this is where a lot of AI programmes in communications will quietly get stuck in the year ahead. Not because of resistance or lack of goodwill - there's plenty of both - but because the conditions for the stall are already present: a leader bought in at the level of the idea but not yet at the level of the work, and a team waiting, consciously or not, for a clearer signal of what they're supposed to be building toward.
Knowledge from working experience
What I've come to believe, from a year of working closely with communications teams on this, is that working knowledge at the leader level isn't a nice-to-have, it's the condition most other things depend on.
A leader who understands what AI can realistically do in their context will identify the right friction points, ask better questions, set clearer expectations internally, and create the environment where adoption can actually build on itself rather than plateau after the initial wave of interest.
The coaching work I'm doing with the leader in Asia is one attempt to address this directly - building real working knowledge from the ground up, starting with her context, her team's friction points, and her own day-to-day. I'm testing it as a format with a small group of leaders. Early days, but the direction feels right.
With UnMute having turned three, the year that's felt most significant, though, is this one, with AI exploding across the industry. It feels like the right time to be testing things.
Perspectives' is a Telum Media submitted article series, where diverse viewpoints spark thought-provoking conversations about the role of PR and communications in today's world. This Perspectives piece was submitted by Darren Boey, Founder and CEO of UnMute.
Unmute is a Hong Kong-based consultancy that helps marketing and communications teams integrate and scale their use of AI across their workflows. Its services include training, designing shared structures including prompt libraries and brand-trained AI assistants, and advising on governance frameworks that enable the safe and secure use of AI.
With a career spanning more than 25 years, Darren has a background in journalism, including more than18 years reporting on financial news at Bloomberg, first in Australia and then Hong Kong, where he led coverage of regional markets. He's also led communications teams in the blockchain, gaming technology, and AI sectors.