
"Even the best bosses don't always understand what we're going through in our roles. When the person you're answerable to doesn't even work in your company or in PR, it can get even harder. More than 125 communicators shared their wishes for what the powers that be need to know about their roles. These were some of the most interesting responses, lightly edited for style and brevity."
"Comms needs to be brought in at the very start, not when it's time to communicate. The message is already lost at that point. Colleen Herndon Penhall is principal advisor, global brand & strategic communications at TrueNorth Strategy Group. PR can't fix poor decisions - we're not magicians, we're strategists. Alison Patch is director of communications at ICEYE US. You can't have effective communications strategy without a clearly articulated business strategy."
"Patience, consistency and relationship building Chad Corley is vice president of corporate communications at Corpay. Can't turn PR off and on and expect it to work when you need it most. It's a muscle that has to be exercised regularly to get the full benefit. John Gonda is vice president of PR and media relations at Sage Growth Partners. Successful and well-done PR takes time. It is about building and nurturing relationships... providing data... connecting that data to timely stories..."
Communications should be involved at the very start of initiatives to prevent lost messaging and misalignment. PR cannot fix poor decisions and functions as a strategist rather than a magician. Effective communications strategy depends on a clearly articulated business strategy and early input on choices and messaging. Every story contains tension that must be acknowledged to prevent reporters from sourcing it elsewhere. PR requires regular exercise, patience, consistency and long-term relationship-building, supported by data tied to timely stories rather than unrealistic quick wins. Reputation is a critical long-term investment.
Read at PR Daily
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