This is a selection of 105 tweets from the book Strategic Public Relations Leadership, by Anne Gregory & Paul Willis (Routledge, Oxon 2013, 163 pages).
- Organisational narrative is the territory of public relations (p.3)
- Currently, to be a senior public relations practitioner requires leadership capability (p.5)
- There are four key roles for the public relations leader: the orienter, the navigator, the catalyst and the implementer (p.5)
- Organisations are not just economic units or collections of resources, but ‘actors’ in the social sphere. They help shape culture (p.7)
- In a network society an organisation is just one node in a network, not at the center because, by their nature, networks don't have centers (p.8)
- Intangibles are largely based on the ability of the organisation to attract support because it is seen to provide value in various forms (p.9)
- The public relations leader’s job is to see the organisation as a whole, with a helicopter view, seeing it as stakeholders see it (p.11)
- Public relations is a key activity which helps managers make informed decisions (p.12)
- Strategy making is a communicative act. It is not a thing done in isolation, but in conversations between senior peers (p.12)
- Communication is organisation, not just about an organisation (p.12)
- Public relations perspective is so critically important because it goes to the heart of how an organisation is recognized in the world (p.12)
- The distance between declared values and the ‘lived experience’ of stakeholders determines the legitimately gap (p.13)
- From a public relations point of view, the way organisations interact with their stakeholders is the organisational narrative (p.13)
- Stakeholders interacts with organisations for many reasons and, for most, particular organisations are not the focal part of their lives (p.14)
- An organisation’s reputation is determined not by publicity programs, but the alignment of declared and enacted values (p.14)
- Leadership and public relations share many of the same preoccupations; they are strategic processes inextricably linked (p.17, 21)
- Leadership is a process through which an individual influences a group of other individuals to achieve a common goal (p.18)
- Leaders can be found throughout an organisation rather than just in the executive suite (p.18)
- Influence is the key currency of leaders and they are bankrupt without it (p.18)
- Leaders are encouraged to see themselves at the center of a circle where their job is to guide, challenge, support and empower (p.19)
- Both leaders and public relations practitioners try to avoid seeing the organisation trough a single functional lens (p.20)
- Communication is a core competence of public relations and leadership (p.20)
- New perspectives in the leadership field highlight that communicative ability is the most important attribute of a leader (p.20)
- The CEO is the most important internal stakeholder for the public relations leader (p.24)
- What CEOs are judged on now is their skill in protecting the organisation’s intangible assets and generating non-financial returns (p.25)
- Currently, CEOs need to focus on the social and adaptive aspects of their role (p.27)
- Organisational knowledge and innovation is the result of complex interactions between networks of stakeholders, including employees (p.27)
- The CEO’s job is associated increasingly with inter-personal communications and building relationships (p.28)
- Having influence is dependent on being a valuable source of intelligence rather than where a person sits in the organisation’s hierarchy (p.28)
- The strategic capabilities of the public relations adviser directly support and complement the CEO’s key preoccupations (p.29)
- Rather than a fleeting collision, the relationship between the CEO and public relations leader should be symbiotic as well as ongoing (p.30)
- The stakeholders determine the nature of an organisation, providing its licence to operate; without their cooperation it will cease to exist (p.35)
- The PR practitioner helps the organisation’s leaders to make sense of an external environment that is in a permanent state of flux (p.36)
- It is the job of the public relations function to ensure (…) that all stakeholder interest are balanced (p.38)
- Knowing stakeholders intimately is a critical skill of public relations practitioners (p.39)
- The interest of all stakeholders must be properly balanced within the declared value base (p.38)
- PR's role: to act as a brand guardian and champion & as a catalyst for change if the reality experienced is different from the one espoused (p.42)
- Public relations leaders should be engaged in equipping others with public relations skills at all levels (p.42)
- The clearer & more engaged staff are in developing the organisation’s vision & narrative, the greater the communicative & reputational impact (p.42)
- PR leaders are the organisational antennae, constantly enquiring, sensing, interpreting & articulating what is going on & what may happen (p.47)
- The organisational environment highlights the need to develop a mindset that emphasizes flexibility and alertness over standardised responses (p.51)
- Contextual intelligence: changing yourself, seeking to change the environment, or moving to another context (p.54)
- Values are the organisation's 'true north', its point of reference (p.57)
- The world is becoming increasingly complex and organisations have to make sense and deal with that complexity (p.57)
- Public relations leaders are at the heart of making sense of complexity (p.57)
- Values indicate what the culture should be while corporate behaviors indicate what the culture actually is (p.58)
- Values provide a constant in the dynamic world and a point of stability even though the organisation can go through major change (p.59)
- There is a large difference between values-based organisations and rules-based or compliance-based organisations (p.60)
- Organisations with a solid values base, lived out in practice, are forgiven much and supported when under threat (p.60)
- At corporate level values provide a guide to decision-making and ensure that the organisation is 'acting in character' (p.62)
- A self-reflective organisation is a learning organisation; it is an innovatory and self-refreshing organisation (p.62)
- When employees are recruited they are rarely asked if they can actively support organisational values (p.63/1)
- Maybe a honest discussion at this stage would help both sides make an informed decision (p.63/2)
- It is meaningless, indeed dangerous, to have values that do not reflect reality, but for most organisations values are also aspirational (p.63)
- The truth is that values will not always be lived up to because organisations are made up of people who are not perfect (p.63)
- Everything the organisation does communicates (p.66)
- As one director of communications we know notes, "My job is to fix reality" (p.67)
- Values can be tested by an analysis of those things the organisation decides not to do as well as by what it does (p.67)
- Values-based organisations have a character, an aura about them (p.67)
- Values displayed in behavior and action can be effectively and powerfully enshrined in narratives - organisational stories (p.68)
- Organisation of history provides a sense of place, continuity and stability when it forms the basis of the developing corporate narrative (p.68)
- Moral leaders reward ethical behaviour (p.78)
- When an organisation operates in the fast-moving and highly competitive context, the value of public relations is appreciated more (p.84)
- PR have to demonstrate its essential contribution to developing strategy & organisational outcomes, not just its ability to communicate strategy (p.84)
- The public relations leader has to maintain something of the ‘outsider’ to retain objectivity & discharge their ethical guardian & activist responsibilities (p.88)
- A useful exercise for leaders is to analyse who they spend time with (p.88)
- Objectives are the measurable steps that break the aims into what could be regarded as the milestones for the plan (p.110)
- Return On Engagement (ROE) is much more complex to measure than receipt of messages (p.112)
- In a nutshell, strategy is how the objective will be achieved and tactics are what is to be done (p.112)
- Competence in planning is a key indicator of competence in role (p.113)
- The catalyst acts as the organisation's general guardian and fixer (p.115)
- Trust and legitimacy are not ‘nice to have’; they are essential. Ultimately, society decides whether it will give a license to operate (p.116)
- The number of public relations professionals on boards is increasing and one of their roles is to be the guardian of strategic issues & risks (p.116)
- The primary role of public relations is not information dissemination, but intelligence acquisition (p.119)
- The communicating organisation is not a choice. Organisations communicate whether they want to or not (p.122)
- The catalyst’s job is to look at the organisation in its totality, to see where the potential friction points are and to ensure that action is taken (p.122)
- Being an accomplished communication technician is an essential part of public relations leadership (p.125)
- The technical skills associated with PR include writing, content development, making presentations, negotiating with others & research (p.125)
- PR leaders continue to display high-level technical skills in tandem with their role as a strategic adviser to the CEO and other executives (p.125)
- Periodic demonstration of technical capabilities can help to show others into public relations team that the leader really is ‘one of them’ (p.126)
- Knowing when to bend or ignore the rules becomes a key facet of expertise (p.128)
- Personal experience via trial and error is more important than context-independent, explicit, verbally formulated facts and rules (p.128)
- The traditional news cycle is dead and public relations leaders are instead faced with 24/7 speculation, comment and analysis (p.132)
- Expertise is associated with how individuals interpret and respond to the context they operate in (p.133)
- Even a decision not to communicate is a communication decision (p.135)
- The PR leader develops the communicative ability of the whole organisation rather than just focusing on traditional communication activities (p.135)
- Helping to build and encourage a communicative culture in the organisation is a crucial first step for the internal educator (p.137)
- As the cultural guide a public relations leader should also be an exemplar for best practices in communication (p.141)
- Good communication includes ensuring that all of the behaviours reinforce the communicative culture the organisation wishes to foster (p.141)
- The role of the public relations leader as an internal educator is to promote and build the organisation’s communicative capacity (p.144)
- Public relations professionals are judged as much by how they behave as what they know and do (p.145)
- A consultancy mindset is important for the public relations leader to intervene as an adviser at levels of organisational strategy (p.145)
- Consultants do not just intervene and implement solutions themselves; they also enable others (p.147)
- Communication is a core organisational competence and all employees are required to build productive stakeholder relationships (p.147)
- Public relations practitioners are often working on the communicative aspects of a wider problem (p.147)
- In a good consultancy practice both parties are satisfied with the amount of control they have over a relationship (p.150)
- A good consultancy practice generates commitment: (...) both parties believe that the relationship is worth spending energy on (p.151)
- Working with the public relations team should be a stimulating and educating experience for the clients they work with (p.151)
- A good consultancy practice produces that each party believes that the other is engaging in positive steps to maintain the relationship (p.152)
- The orienter role is about keeping a cool head, as well as a clear sense of purpose and direction (p.154)
- Good consultants are concerned with the impact of their work rather than just the level of activity they have carried out (p.154)
- We are told that a week is a long time in politics. In public relations we know that a day can transform the fortunes of an organisation (p.157)
- Communication is the essence of leadership which is why it is required in abundance in the public relations leader (p.158)
- The PR leader as a catalyst – being the grit in the oyster to ensure that the organisational reality matches the organisational rhetoric (p.158)
- Public relations leaders are the fixer in chief of those things that will have impact on the organisation's relationships and reputation (p.159)
Anne Gregory & Paul Willis
Strategic Public Relations Leadership
Routledge
Oxon (United Kingdom), 2013
163 pages
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