In 1999, I headed up the public affairs section of the Department of National Defence task force in Newfoundland and Labrador that would co-ordinate any military assistance to the provincial government in the event of problems caused by the supposed Y2K flaw in some computer programs.
We planned and trained nationally, regionally and finally at the provincial level. The provincial exercise took place on a weekend in the fall of 1999. All key staff members spent the weekend running an operations centre exactly as we would if needed.
The daily routine began with the commander's daily briefing, usually at seven o'clock in the morning. All department heads gave a summary of the previous day's activities, forecast what was coming and highlighted any issues that might need the commander's personal attention.
After each such briefing, known informally as morning prayers, the department heads grabbed usually grabbed a quick breakfast before beginning their shift. That first morning, a couple of my colleagues separately took me to one side to ask a simple question: "Is that what you do?"
"Yes", I replied, at first not quite sure what was coming next. I had given the commander an overview of attitudes in the key audiences we would be dealing with: the federal and provincial governments, views of key politicians at both levels of government, the news media and specific reports, the public in affected areas, and internally among soldiers. Only after ensuring The Boss was thoroughly familiar with the situation did I give him what literally amounted to a 30 second discussion of my section's planned activities.
He didn't need more. In all the years I had worked for this individual, he had only wanted to focus on issues that might require his attention; he trusted the staff he had picked to run the show. The Boss wanted the lay of the land and any key ideas he'd need to put across. He wanted to have a good feel for specific people he would be dealing with. Everything else was ours to handle as department heads in co-operation with each other and with decision makers inside and outside our organization.
My whole briefing had taken only about 10 minutes.
As I looked at my colleagues, I slowly started to understand their question and their expressions of discovery. One of them, a professional with considerable experience throughout the Canadian Forces and the department including tours overseas on major operations, said he had never seen a briefing like it before from a public affairs officer.
He was used to public affairs (public relations) being all about dealing with news media. There were a certain number of media calls. We handled this many interviews. There is a news conference at such and such a time. The other stuff - the analysis - was a revelation to him.
His revelation was less a revelation to me as a reminder.
Most people don't understand what public relations is all about. They think it is just about dealing with news media. They think of it as publicity. They think it is linked to marketing.
It is all of that and more.
Public relations is the management function that plans, co-ordinates and executes communications efforts with people who are interested in what an organization is doing, in order to gain and maintain their support.
That'’s a definition I work with but there are others.
The Canadian Public Relations Society defines public relations as "the management function which evaluates public attitudes, identifies the policies and procedures of an individual or organization with the public interest, and plans and executes a program of action to earn public understanding and acceptance."
A lengthier definition holds that public relations "is the distinctive management function which:
- helps establish and maintain mutual lines of communication understanding, acceptance and co-operation between an organization and its publics;
- involves the management of problems and issues;
- defines and emphasizes the responsibility of management to serve the public interest;
- helps management to keep abreast of and to serve the public interest effectively, serving as an early warning system to help anticipate trends; and,
- uses research and sound, ethical communications as its practical tools."
Take either definition and you have a good idea of what a public relations professional does.
One could say that a public relations practitioner helps decide who says what to whom, where, when, why and how.
If you take a close look at those definitions a few simple ideas leap out.
First, communication is a two-way street. It involves sending a message and receiving one.
Second, public relations often involves change in some way. Sometimes an organization has to communicate about change, like closing a business. Sometimes, the change comes as feedback from disgruntled employees or voters.
Third, public relations connects an organization with the public interest. That isn't just the interest of the public as a politician or public servant might look at it. Sometimes it is public interest in the sense of the greater good, but public interest may mean the benefit of a particular group.
Interests may clash if there is more than one group, but the effective management of communication is supposed to help resolve those sorts of conflicts. Public relations involves establishing and maintaining "mutual lines of communication, understanding, acceptance and co-operation."
Look at these definitions of public relations and it seems like a late-night infomercial. That might not be as odd as it seems: public relations is about relationship management.
Next time, we'll look at some simple ideas that underpin effective public relations:
Reputation and credibility.
