Is your PR team frazzing or functioning?
Frazzing. It means frantically multitasking according to the Globe and Mail’s Social Studies column.
There are many public relations practitioners who could be the poster child for frazzing. We’ve all met them, maybe even seen them in the mirror. They’re always busy, busy, busy, sometimes nearly at the point of panic. They’ll typically tell you they’re over-burdened and under-resourced and that the boss just doesn’t understand.
Sometimes the situation is legitimate, but frequently the situation results from practitioners who focus too much attention on outputs and too little on outcomes. This approach to managing the public relations function within any organization is fraught with danger.
While superficially, the PR department might look very valuable, cranking media releases, producing publications and organizing special events, a more critical assessment of the department’s contribution to the organization could quickly bring it to its knees. All it takes is a simple question from the chief financial officer: “Why do we spend all this much money on PR and what does it do for us?”
Let’s face it: outputs are relatively easy for any practitioner. As long as you have the time, the talents and money, we can all produce reasonably attractive communications tools. But is this activity just keeping you busy, continuing tradition or really helping advance your business?
Don’t hide behind that old excuse that public relations work can’t be measured. True, it’s not always easy, and often the effect accumulates over a long period of time. But the reality is that public relations efforts can, and must be, measured. If we fail to measure, when the time comes for that critical senior management or CEO review, you’re caught with your pants down around your ankles.
The solution lies at the planning stage: the planning of your PR department’s function, long-term PR strategy and tactical PR initiatives. And good plans include goals — measurable ones. To underscore the value of your PR department, your goals should align with the organization’s strategic goals. Let’s say your organization wants to improve employee productivity ratios by addressing sick time and absenteeism. Then make those your PR goals too. Fashion your communications plan, both strategies and tactics, with those goals in mind, develop the measurement tools, and execute the plan. Chances are this approach will get you noticed and better yet, valued at the senior management table.
Remember, measurement doesn’t always require sophisticated methodology and lots of money. It just needs to be dependable, grounded in facts and timely. Some things as simple as a paper-based survey, random phone calls, or anecdotal observations can be great measurement tools when applied consistently.
If your approach or your corporate culture has focused on PR outputs or tactics, the shift to strategic outcomes won’t necessarily be easy. But in the long run, it offers you the opportunity to assess your current PR program, potentially scale back unproductive activity, and then focus only on those initiatives that really have easurable value.
Take a few moments now to think about what’s keeping you (and your staff) really busy. Could they be eliminated without having a negative affect on the organization and perhaps a positive effect on the budget?
With any luck, you might eliminate frazzing from your vocabulary.
Rick Mauro, APR, is the vice-president of marketing for CAA Niagara. He holds an MBA in public relations and communications management from Royal Roads University and has been an active practitioner since 1986.
