Australian PR Directors and Managers who are determined to make a difference within their organisations may need to display more business acumen if PR is going to get increased recognition from the C-suite.
At least that’s the latest message coming from the US where PR News has conducted a roundtable discussion on C-suite access and influence with its Advisory Board.
There was some good stuff in the discussion. Regrettably, it was (for those who have read my previous blogs) another case where access to the findings is restricted to ‘subscribers only’. Sorry about that! However, if you are really interested you may need to consider becoming a subscriber to PR News.
But here are some of the comments made by participants:
The challenge:
• “…. in the first month of your (PR) job you realize it’s all about tactical. They want you to crank out product, and not spend any time on strategy”
• “….many in upper management still consider PR to be a tactical bolt-on to other activities”
The way forward:
• “…. there’s a dearth of PR people out there who can talk knowledgeably about the value chain of the organization and how PR can build relationships – not just with the media, but within all business functions”
• …. “we now need to think of ourselves as change managers. It’s what we do in creating relationships”.
The observation that PR is just not as attuned to business needs as it should be is increasing in intensity – especially following the GFC.
So what does it mean in practical terms for the Australian PR Director or Manager?
Here’s my five ‘must do’ action points.
1. Undertake a formal planning process that is linked to the business goals of your organisation. Demonstrate that PR is committed to adding value.
2. Actively reach out to, and involve, other departments in your planning and goal setting. Demonstrate that PR is capable of contributing across other sections of the organisation.
3. Focus on outcomes (how we will influence change as a result of our actions) rather than outputs (what we will produce). Demonstrate that PR is capable of effecting or supporting change.
4. Allocate budget for research and measurement that quantifies current and future positions and tracks implementation and changes. Demonstrate that PR can be measured.
5. Review your departmental structure and/or external agency arrangements. Demonstrate that you are as committed to efficiency and cost effective delivery as other departments within the organisation.
This may require a paradigm shift in thinking. It may challenge you to expose the PR Department to a level of scrutiny not previously experienced. It may make you genuinely apprehensive and concerned about the level of risk you as the PR Director or Manager are exposing yourself, and the PR Department, to.
However, the key to successful implementation is having the right support structures in place. A good general doesn’t go into battle without marshalling his forces, doing his homework and ensuring that his choice of the battle ground, supply lines and support will give him a good chance of success.
First you need the internal support of a key member of the management team – an individual whose influence is important, and whose support and understanding, can be relied upon. This person will help guide through the politics and the intricacies of the planning process and budget rounds.
Secondly you need the external support of someone who can be with you every step of the way as you embark on the journey of change. It might be the head of the PR agency you use. Or it could be an independent consultant with either strong PR or management consulting/change management skills.
If displaying business acumen is a large part of the problem facing PR then surely just embarking on this journey is going some way to winning the battle.
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