PR pros, promote thyself!

It starts out fairly innocently with questions like: 
 
"What's going on with the PR program?"
"What is Sue (head of PR) working on?"
"What's the PR agency up to these days?"
"What's coming up for coverage?"
 
Then it shifts to a more direct approach:   
 
"Are you pleased with the results of our PR program?"
"Is it time for us to take a look at replacing Sue?"
"Why aren't we getting our money's worth from our agency?"
"Why aren't we getting more coverage?"
 
Sometimes these reactions from "C-level" executives are warranted. The PR firm isn't getting results. There's a bare minimum PR pipeline. The internal PR contact isn't managing the PR firm effectively.   
 
But sometimes these reactions can be directly correlated to ineffective internal communication. The "inside" professionals who drive the PR program aren't communicating proactively with their executives. They don't tell them what's going on. They don't let them know what will happen - and not happen - when. If they do, it's done periodically... once in awhile... instead of day-in-day-out.
 
Many times, there's a lot happening with the PR program. A thoughtful strategy is in place. Tactical programs are being driven hard. The pipeline is beginning to fill up. PR progress is being made. But the ever mindful and bottom line oriented executives who run the company don't know this because no one's told them.  
 
In the absence of getting information, executives jump to conclusions. They make wrong assumptions. They connect dots that shouldn't be connected. This is especially true with very busy people who don't have time to worry about the details.
 
There are different reasons why this happens.  Internal PR professionals are involved with many things. Sometimes the task of keeping in regular touch with execs is relegated to the "I'll get to it when I get to it" activity pile. Other times the internal PR people are - amazingly - not consistent communicators. And more often than not, they are nervous, timid or even afraid of interacting with the top executives directly. They prefer staying in the shadows, hoping their good work will become appreciated... eventually... when things start clicking.  
 
But waiting for busy execs to magically understand PR is a buried, active landmine. Sooner or later, it will explode. A failure to communicate with executives (the good, bad and ugly) and set expectations properly on an ongoing basis severely damages PR programs - and the people in it - sometimes irreparably. Impatient executives who aren't "brought along" every step of the way draw their own conclusions and decide it's time for action, time for a change. 
 
"Like the cobbler's kids who go shoeless, more often than not PR folks are so busy we often forget to take the time to do some equally crucial internal promotional work with our key constituents to keep them all informed," said John Ricciardone, a high-tech PR veteran who has been providing top executives with clear, consistent communications for almost 20 years. 
 
"Do proactively 'sell' your PR program, its progress and successes on an ongoing basis to all your internal stakeholders. These not only include the usual suspects such as "C" level executives, business unit heads, product marketing, but also the field sales organization," Ricciardone said.
 
Following are a dozen tips on how to keep your PR program at the forefront of your organization:   

1. Be intuitive - - the best place to begin? First determine what type of communication will work best within your company. E-mail updates may be a good idea, for example, but if busy executives won't read your e-mail then this isn't the way to go.
2. Meet regularly - - get together in person with all your key internal PR stakeholders - either individually or as a group - at least once a quarter. Review the progress and compare against the PR plan. If a standalone meeting doesn't work for your execs, see if you can make yourself a regular attendee at an already scheduled management meeting that runs consistently.
3. Don't whine - - executives are used to dealing with problems, but are impatient with unfocused complaints. If you've got an issue, tell them, discuss it and make sure you offer specific recommendations on how to fix it.
4. Anticipate - - don't wait for execs to ask you questions.... think through what's on their mind proactively. Address their hot buttons without them having to ask you. This brings you into their inner circle over time.
5. Manage expectations - - know what you're talking about, be straightforward, and tell them what they need to know, even if it's a difficult conversation. This breeds mutual respect. Intuitively, you know everything your company announces is not going to be earth-shattering, page one material, so proactively share those thoughts with others ahead of time and counsel accordingly.
6. Kill dark holes - - create a pattern of regular PR-related communication with all your key PR stakeholders. Tell them what's going on, ideally even before it occurs. And once something happens, don't forget to recap what happened.
7. Make e-mail work for PR - - if e-mail is an effective communication device within your company, use it to provide two types of consistent updates: (A) specific PR activities (i.e. 'the latest word on our New York Times interview opportunity') and (B) on the PR program as a whole (i.e. "here's what your PR department made progress on last month").
8. Make new friends - - don't allow your PR department to become insulated. You should be perceived as a vital and integrated resource within your company. Don't just 'hang out' with marketing, communications and PR... get out there and meet consistently with engineering, manufacturing, finance, HR, sales & service.  Seek their perspective, brainstorm new ideas and tell them what's going on with PR.
9. Publish results - - publish the results of the PR program every quarter, six months and once a year. Don't just include "clips." Also demonstrate how PR has moved the ball downfield in the areas of quality and quantity of coverage; quality of interviews, attitude transformation, visibility traction vs. key competitors and growth of "buzz." Demonstrate how PR has helped and is a critical component of the company.
10. Be visible - - public relations is viewed as the "face of the company."  Remember this and be where you need to be, even if you don't feel like it or don't have the time. To build widespread internal trust and support, you must be perceived as someone who cares about the company, not just about PR.
11. Share the credit - - if someone (sales rep, systems engineer, tech support, product marketing, etc.) has played an instrumental role behind the scenes in helping to secure coverage, publicly acknowledge them and their contributions. Not only is this the right thing to do, but the resulting goodwill it creates will pay huge dividends down the road.
12. Chill out - - remember that while public relations is your world, it's not everyone else's!  Be patient, understanding and get some perspective. An issue for you may not be an issue in the grand scheme of another person's world. Keep your perspective, and remember to pick your battles carefully lest you lose the war.     

Heed the advice of Ricciardone, "Don't take it for granted that everyone you work with knows and understands the PR process of how the media works. A few years ago I had an initial phone conversation with the editor of a channels-oriented trade publication and was asked immediately afterwards by our anxious sales VP if that particular media outlet was going to write a story about us soon. Instead of responding yes or no, I asked him – in a non-confrontational and non-defensive tone – whether he and his team always closed a deal after making only one sales call to a prospect. He said, no, that would be a very unrealistic expectation to which I replied, 'same for me.' He looked at me for a moment, nodded his head, smiled broadly, and said he understood," Ricciardone concluded.

-Andy Beaupre