100 Years On, Journalism Starting to Learn What PR Is

One area of my scholarship in public relations is history. About 15 years ago I published an article about how the media portrayed the merging profession of “public relations” in the 1920s. Early practitioners had gone from calling themselves press agents, to publicity men (even though women were engaged in the craft early on), to counselor on public relations.

Historical figures like Edward Bernays, Ivy Lee and Arthur Page were pointing out that they actually rarely did press releases, and instead focused their attention on counseling organizational leaders on how to achieve and maintain positive relationships with customers and other “publics.” It was 100 years ago this year, in 1923, that Edward Bernays published one of his books in this effort to advance and brand the profession: “Crystallizing Pubic Opinion.”

The media was largely fair, although there were some real zingers in calling the practitioners of the new profession everything from flappers (those 1920s young women debutantes all about image) to less savory affectations. In sum, they characterized the profession as deceptive image crafting as opposed to honest communication.

Things haven’t changed much.

I recently read a headline in an online publication in Michigan where I live. It was about the governor starting a new parents council to give input on education policy. The story was a good deep dive into this effort and whether it would accomplish anything or was just part of a re-election strategy. But it was the headline that bothered me: “Public Service or Public Relations?”

The juxtaposition implies that public relations is the antithesis of public service, in other words, not an honest attempt at listening to the public, just a stunt. But of course, any public relations professional with a degree would know that PR is the epitome of public service–building mutual relationships, dialogic communications, two-way symmetry and all the terms you learn in PR 101.

I wrote the reporter, and then offered a commentary.. I heard nothing back. It was when this nonprofit donation-based publication emailed me a renewal reminder that I responded with a pledge and a concern that I got a response from the editor.

It was a good exhange, but at first he defended the headline and said “while I understand the point you’re making, I don’t see how the words used in the headline cast your profession in a pejorative light. I didn’t view the juxtaposition of public service and public relations as being polar opposites, but rather alternative explanations.” He went on to say “In short: Was this about policy or election politics?”

Of course I said “exactly.” This was about policy vs politics, not public relations.

I further explained in our email exchange what may be interesting to readers of this blog:

“Using the conjunction “or” between public service and public relations sets them up as contrasted concepts, with the connotation that public service is good and public relations is bad.

The media and public at large have a stereotype of public relations as just publicity or things done merely for image and not with honest intent. That stereotype is perpetuated by your headline.

I understand what the headline writer was going for, and it is a good article and important to address. But a better headline would have been “public service or just image” or “public service or politics.” As you say, the issue has to do with policy or politics.

Another way to look at this is to consider who are the actors in question. Were they actual public relations professionals, were they politicians? Journalism is about accurate attribution, right? Let’s not attribute deeds to people—or a profession—who did not do them.

Granted, public relations is also an activity, like communications, often done by non-professionals. But it would be honest, objective and a service to readers to make that clear. Some time ago a business editor in Grand Rapids asked me to lunch and complained about the bad behavior and judgment of “all these PR people.” I helped her realize there were a lot of CEOs, marketers, politicians and others doing the “bad behavior” and that the actual PR people she worked with were honest, timely, fair and professional.

For the record, public relations is defined by the industry itself as “the management function that seeks to identify, build, and maintain mutually beneficial relationships between an organization and all the publics on whom its success or failure depends.” Nothing in there about deceptive image crafting.

If I see a grocery store rag or a blog that’s extreme and misinformed I don’t call it “journalism.” I would ask you make the same distinction and courtesy toward the public relations profession.”

The editor responded by saying he saw the point and realized framing it as a ‘political gambit’ would have been more accurate. He thanked me for expanding his perspective and said he would share it with his staff..

So, 100 years on, at least one journalist has expressed a better understanding of public relations. I would hope more would make a distinction between the negative stereotype of a common activity and the actual description of an honest profession. I would encourage other public relations professionals to call out “misinformation” about our profession when you see it in the media. Just this morning I heard twice on cable TV news the term “public relations” used to describe ingenue and deceptive communication. We still have work to do to make the distinction between practitioners and professionals, and between poor communication and the honorable public service known as public relations.

Penning Ink PR books now available from VitalSource

Textbooks on public relations available from Penning Ink are now available from VitalSource.VitalSource offers more than one million ebooks for purchase and rent to students and professionals in a variety of fields.

The books include Media Relations Writing, Corporate Communications Writing, and Public Relations: A Management Function. Published in 2019, and 2020, the books have been available from Amazon, Apple, and Barnes & Noble. The books are an affordable at $15 for a paperback and $5 for an e-book.

They have just been added to the catalog at VitalSource after an author acquisition representative from the company reached out because they had been receiving requests from people searching for the books on their digital platform.

For more about the books, see the books page on the Penning Ink website.

If We Had a ‘Meet the PR Pro’ Panel for Journalists

Local chapters of the Public Relations Society of America (PRSA) frequently have “meet the media” panels as a feature of monthly programming. In these informative sessions, local journalists representing print, TV, radio and online media outlets share the type of news they cover, how they cover it, the best way to reach and pitch them, and more.

These are helpful sessions, especially for younger public relations professionals.

But I have often wondered why we can’t reciprocate—why can’t we invite an audience of journalists to hear a panel of PR professionals? Because there are a lot of misperceptions among journalists about what PR is and how PR professionals do their jobs. 

 Here are some points that could be made to an assembly of reporters:

  • Media relations and pitching stories to journalists is a small part of what PR people do. While some PR people may  focus on that role, such as media relations managers or public information officers (PIOs), some PR people do very little or no media relations. 
  • News releases and pitches are just one tactic PR people use. PR is about building mutual relationships with multiple publics, and all forms of communication are used by professionals. These can include paid advertising, organizational media such as newsletters, annual reports, brochures and more, or the vast array of digital media including email campaigns and social media and wed sites. Most PR people have a number of ways to directly and effectively reach internal and external publics. Journalists come into play occasionally.
  • Where journalists sometimes feel outnumbered by PR professionals pitching them far more stories than they could ever do, PR people feel outnumbered by journalists asking for comments, interviews and information for stories the PR person may not have initiated. A news conference can help add efficiency in such cases, but with breaking news a PR pro may have to make multiple callbacks to journalists even as they are dealing with questions from a client or CEO, planning an investor conference call, working a community relations meeting, attempting to meet a deadline for internal communication and more.
  • While journalists sometimes complain of PR people pitching things that are not even newsworthy, PR people complain of some journalists doing stories that are more market-driven (ie good for ratings) than newsworthy, or they cover stories in a way that is sensationalistic as opposed to objective reporting. 
  • Journalists may feel annoyed by PR people interrupting them with pitches, but should keep in mind that it is often only through a PR person that a journalist is aware of some news or gets access to an interview with a well-informed source. Often such high-profile individuals have to be convinced to even do an interview since they feel too busy for journalists. PR people also offer media training so that executives give clear, concise, factual and compelling interviews that provide key information as well as those all important quotes, SOTs and actualities. 
  • Journalists should be careful who they call PR people. Just as not every rogue blogger is an actual journalist, there are numerous people out there who pitch stories who have no degree in PR, much less accreditation (APR) or even a job title that is public relations. Don’t judge a whole profession by a few imposters or bad actors. In fact, in the history of White House press secretaries, only one or two was actually a PR person. Most come from politics. The same lack of PR pedigrees is common in corporate and nonprofit settings as well.
  • Legitimate PR people are inherently ethical. They bristle at the notion of “spin” and deception. College PR programs stress the big picture and ethical practice of PR. Advocacy for an organization and persuasion if done honestly is not “spin” or “putting an organization in a positive light.” It is professional representation of a voice and perspective that has a legitimate right to be heard in the “marketplace of ideas.”
  • Finally, the First Amendment guarantee of freedom of the “press” is not actually about journalism. It is about all citizens being able to print (ie on a printing press) and distribute information, and today that applies to other communication technologies. PR and advertising professionals are afforded the same rights as journalists in this regard.

These are just a few comments that could come up at a panel for journalists to understand public relations and those who practice it, as well as how it should be practiced professionally. There are many productive journalist-PR pro relationships, and they usually involve a healthy mutual understanding of each other’s job.

Four factors lead to communication team performance (and four benefits of it)

When I ask students in my PR Cases and Management class what it means that public relations is a “management function,” I usually get some form of the answer that public relations needs to be managed to be effective.

Lesson one in that class is that PR is a management function because it is a vital part of managing the entire organization, not just the communication function. Organizations that have healthy and mutual relationships with all stakeholders are more successful in every respect. The fundamental role of public relations is building and maintaining those relationships that are what scholars call “two-way symmetrical.” 

I also stress this in my graduate class in communications management. Managing communication is about making an entire enterprise successful, and the top communications person should have a “seat at the table” making decisions, not merely communicating them. 

My research is centered on this concept as well, with my presentations, papers and book chapters related in various ways to the various influences on the quality of public relations content. My most recent work is “Testing a Model of Drivers and Outcomes for Corporate Communications Team Performance” published this month in Public Relations Journal. The project was done in conjunction with my co-author Mark Bain, a veteran PR professional with experience in global PR in corporate and agency settings who now runs his own consultancy called upper90. We worked together with the Institute for Public Relations (IPR) to survey chief communications officers (CCOs) and their teams. You can read a blog post summary on the IPR website, and you can access the full paper in PR Journal.

The origin of the research is a conversation Mark Bain and I had about what makes communication teams effective, or what makes them perform well? This resulted in a previous paper about what professionals see as performance, what communication performance is in particular and what are the factors that cause high performance. From that we developed a model which we tested in our recently published article.

The Communication Team Performance Model tested in research

In a quick summary, we found consistency in four factors that drive performance in corporate communications teams, and then four outcomes from communication teams that perform at high level.

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The performance drivers are:

  • Full commitment – Fully committed teams have a clear vision, a shared set of team values, and team members who care about the team’s success.
  • Focus on results – Focused teams have a strategy that maps directly to business objectives, the right systems, tools and processes, and discipline around continuous learning and improvement.
  • Constructive conflict – Creative and innovative teams embrace constructive conflict. They welcome different ideas and opinions, promote open and honest communication, and provide timely and healthy feedback.
  • Shared accountability – Teams that share accountability have clear and relevant measures, empower and support their members, and recognize and reward performance.

When teams optimize these drivers, they’re more likely to enjoy these positive outcomes:

  • Attract and retain the right talent for current and future needs
  • Have a sufficient budget for current needs and future investment
  • Receive visible support from the CEO and C-suite executives
  • Earn the respect and trust of internal and external stakeholders

I share this research in the classes mentioned above because it validates the theoretical concepts I teach with affirmation from top communications professionals in our survey. It also is a good example of integrating theory and practice when an academic like myself partners in research from a professional like Mark Bain. The research is better, the students benefit more, and I would hope the profession at large gains from the insights as well.

New crisis communication book offers theoretical foundation

There are a lot of books on the market about crisis communication. As a public relations professor, I read a lot of them and I must say I am often disappointed.

Many crisis communication books dwell on handling the news media and don’t have a deeper perspective. Others are written by seasoned professionals and full of interesting anecdotes and even wise takeaways, but they lack a broader application beyond lessons learned from one professional’s context.

So I was happy to read “Breaking Bad News: 12 Essential Crisis Communication Tools” by Jeff Hahn, published in 2020.

The book has some examples of major crises faced by well-known brands and small enterprises. Such cases is fundamental. But what I love about the book is the solid roots in academically derived and tested models and theories.

Hahn starts the book by talking about the value of models (he could clarify how a model is distinct from a theory). He then discusses reputation and forming a rapid response team before getting into a sequence of chapters that outline crisis response on a timeline, from the first 15 minutes to what should be done in the 90-120 minutes after a crisis breaks. He ends with a chapter on restoring and earning reputation.

When I teach crisis communication, as with many other subjects, I like to blend theory and practice. So I certainly cover case studies. But I also want students to discuss them through the lens of and by applying relevant theories. Hahn covers a good number of them, including some of my favorites that I review in class. A partial list:

  • Festinger’s Cognitive Dissonance Model
  • Coomb’s Crisis Type Matrix
  • Benoit’s Image Repair Typology
  • Roger’s Diffusion of Innovation Model

Some people disregard theory as too abstract and impractical to be of use, particularly in a time of real crisis. But I always tell my students theory = strategy. This book is another example of that. PR professionals who read this book now and institute some of the wisdom into their own specific crisis communication plans will be well served, and better prepared. Ultimately, their reputations will not only survive but grow (there are some theories about that too).