Evolving role of PR as Management Function

Speakers
Ed Gallow - Xerox
Julia Hood -Editor-in-chief PR Week
Michael O’Brien -Ketchum

Each panelist discussed one of the three ways in which PR has advanced as a management function.

Ed Gallow
Best advice: Take lead in the development of messages and counsel others in the accuracy and credibility of messages. Be on the front line.

Message

• PR owns the vehicle/channels for a message--use them.
• Vision statement should be short and every release,
• Ad contract should reinforce this message.
• If a message is getting “fatigued” --change it.
• If a theme is getting old--change it.
• If a message is complex--make it fresh and simple
• You are a leader because you are articulating messages to the public.

Julia Hood
Accountability (measurement, ROI):

• Be able to show how you are helping your particular organization.
• Be able to connect your measurements to stated business objectives.
• Connect with your internal audience.
• Develop a common understanding of what it is you want to achieve.
• Refine your programs inside before looking outside.

Michael O’Brien
Evolution of PR:

• PR has taken a results oriented role as opposed to a function.
• Higher knowledge of events, solutions and accountability.
• Be able to take local knowledge, combine it with global knowledge and work to connect all of the events.

PR Professionals we are asked to

• Pioneer - to do the job, one must be willing to be tough in the name of leadership. Embrace and understand change...help others do the same.
• Assess Impact of Change- be able to correct as the environment changes. Be ready to work on the fly.
• Orientation of the Audience
  • What do the people care about?
  • How can we communicate to them?
  • Put yourself in their shoes.
  • Use research, your own knowledge and focus groups.

Closing points from audience reaction:

• Don’t ask permission to do your job.
  • Link ideas to your mission statement and reinforce it daily.
• Build, reserve and protect your corporate image.
  • Keep close track of audience and what drives them. Track how you’ve “moved the needle”
• Know that there is a lot of gray area in accountability –– but work to acknowledge what role you fill.
• Have an internal system to deal with employee issues.
  • Produce updates and sharing strategy. Even if they don’t agree, everyone will be in tune.
• Suggested tools:
  • Build your own internal systems (bonuses, goals)
  • Use external agencies to your benefit
  • Embrace your role in business dealings
  • Know who your orders and definitions are coming from

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