Public relations and managing reputation

The most common thought that is contained within crisis management literature is that somehow a crisis is just an external event that can be managed with the right level of resources and preparation. Paul Ritchie, author of Stay On Message, says this is incomplete and it misses the most dangerous variable in any crisis and that is the way a spin doctor actually responds to the issue.

The strategy driving what content goes on corporate websites needs to fit into the overarching organisational communication strategy, yet so wide-ranging and large can corporate websites be, that they sometimes seem to occupy their own ‘micro-climate’ where a unique approach, arguably, needs to be applied.

In this post, with the insight and assistance of a range of communication professionals – digital, SEO (search engine optimisation), marketing, public relations – I am going to outline a number of strategic and tactical elements to consider when utilising websites as an organisational communication mechanism.

There is no guide, or overarching process, for how one should go about producing the content that goes on corporate websites…from strategic business planning, public relations or marketing perspectives. This is an almost unbelievable ‘informational gap’ due to the power that has been placed at corporate websites’ discretion due to the mind-bending capabilities of search engine optimisation.

In the rush to become social media experts, and to grab the largest slice of its revenue, responsibility and thought leadership pie, public relations pros are at risk of missing the main digital game: that of providing meaningful, resonant and useful content for corporate websites that is search engine optimised and customised to the needs of organisational stakeholders.

Nationalism is the antithesis of public relations, as the former is inherently opposed to the notions of diversity, multiculturalism and the sharing of power and is not representative of two-way symmetrical communication: nationalism, then, is bad PR. Or is it?

Whilst ex-journalists are not qualified and do not have the relevant experience to suddenly become the head of the organisational public relations function, they also have the potential to be great PR function heads, for a number of very valid reasons.

When answering the question, ‘why ex-journalists should not be ‘parachuted’ into the head of the organisational public relations function’, most responses were mainly defensive and could not tear themselves away from an obsession with media relations.

Ex-journalists are not qualified and do not have the relevant experience to be ‘parachuted’ into the head of the organisational public relations function. When this occurs, “it is a disaster waiting to happen”.

The defining theme of best practice public relations is that organisations which proactively create mutually meaningful and mutually beneficial relationships with their stakeholders are, “…more likely to develop relationships with their publics that make it possible to achieve organisational objectives and develop a positive reputation…”

Aspects to be considered when considering the strategic power of round tables and white papers for public relations professionals include: getting potential participants to attend and extracting the best out of participants. Let’s also look laterally at a ‘different way’ of approaching round tables.