November 19th, 2010 / 4:00 am
Three things you need to succeed in a career in PR
Guest post by Christine Jones
Women are in the headlines a lot these days. The release of Aung San Suu Kyi in Myanmar a few days ago marked another remarkable step in the journey of this inspirational yet humble woman. Last month, there was the canonisation of Mary McKillop, Australia’s first saint – again, a woman driven to help others in her quiet, self-assured but determined way. Less humbly, but by no means with less determination, we see women in politics – Julia Gillard, Australia’s first female prime minister; Hillary Rodham Clinton, US secretary of state who recently visited our region; Angela Merkel, the chancellor of Germany – also the country’s first female leader; and even Sarah Palin, who looks like having another go at the White House. Then there’s women in business – Gail Kelly, the CEO of Westpac Bank in Australia; Wei Sun Christianson, CEO of Morgan Stanley in China – who has prevailed in what is still considered a man’s world; and Oprah Winfrey – due to touch down in Australia next month, whose name and show can literally turn any business or person into an instant, multimillion dollar success.
So what do these women have in common? And more to the point, what does that have to do with me and the thousands of other ordinary women like me, working just as hard every day?
You see, I believe there are three things these women have in common and all women need to achieve success. It’s not a gender target – although I don’t mind the Australian Government letting businesses know it’s time to get serious about creating an even playing field. It’s not necessarily a good education – though it obviously helps; or good luck, which can clearly play a part for some, but not all people.
No, the three things that any one of us need are ability, self-belief and opportunity.
Ability is not necessarily defined by education, but by knowing yourself and identifying a skill you have – be that a connection with others, creativity, great writing skills or business acumen.
Then, you have to have the self-belief to act upon this skill and use to it to go further than where you are now. This requires inner strength so you are not defeated when faced with the setbacks you will inevitably encounter on your journey to your future.
And lastly, you need opportunity. If this does not exist, then you must seek or create it. Take Aung San Suu Kyi. She has spent the last seven years under house arrest with seemingly little chance of keeping her dream for democracy going. Yet, here she is, free again, with just as much support as she had all those years ago, despite her situation.
So, in your current role – whatever and where ever that is – at university, in an agency, corporate or Government department, you must ask yourself three questions and answer them with brutal honesty. What am I really good at? What does my ideal job look like? And, does this company offer me the opportunity to become the best I can be?
That’s what I like about Burson-Marsteller and what drew me back to the firm from a senior, global in-house role at the headquarters of a large pharmaceutical company.
When people think about B-M, they probably think about Harold Burson as the elder statesman of the PR industry. I bet they don’t know that B-M in Asia-Pacific employs more women in senior roles that just about any PR agency I know. In every country on the Asian mainland where B-M has an office, its market leader is a local woman. Beyond that, there are women at every level of management – in business development, finance and marketing.
Now, you might say I am biased because I work here. But facts are facts. All I am saying is, you need to make sure you are in a place where you can genuinely use your best skills and create and seize opportunities. It’s not all you need, but it is a vital ingredient.
Christine Jones is regional managing director at Burson-Marsteller Asia-Pacific and is based in Australia. She has 25 years of experience working in communications roles in Australia, Asia, Europe and UK. She is married with two children aged 10 and 9 and loves the beach, exercise and hanging out with her family and friends. If you have a question about your career in communications you can email Chrissy on firstname.lastname@example.org
January 24th, 2010 / 11:30 am
When I elected to leave Edelman (where I served as its North Asia President) after six years of service, Harold Burson was kind enough to send me a personal e-mail message wishing me well. I was intrigued that he should take such an interest in my career trajectory, and I made a mental note to follow-up with him in due course. That I did a few months later, and so on the brisk morning of October 22nd in New York City, I met the legendary founder of my new firm for the first time.
During our pow-wow at his Park Avenue office, I was blown away by the depth and breadth of his feel for the public relations industry. I was especially impressed by his sense of people in PR and his understanding of what makes them tick. It became clear to me that one key ingredient of his success over the years is his acute awareness of the other person’s point of view and a sensitivity to their needs and concerns. This I found very refreshing, because in the small town that is the global public relations industry, there are a lot of fast talkers but not nearly as many good listeners.
The antique radio in Mr. Burson’s office caught my eye, because I collect them as a hobby. In the old technology of radio, like the new technology of social media, there is a term called ‘signal to noise.’ Let me just say that I left our hour-long meeting thinking that this man has probably more ‘signal’ and less ‘noise’ about him than just about anyone else I’ve ever met in the industry.
In many ways, I felt as though I had met Mr. Burson repeatedly during my career through his consistently premium-grade representatives, aka ‘The Burson Person.’ My first PR mentor and a co-founding partner of my old firm in Canada cut his teeth at Burson-Marsteller. When I first moved to Seoul, Burson was the class act in that country and I very deliberately applied lessons learned from its winning ways when I was in charge of Edelman Korea. Later, as I traveled across Asia, I discovered that a large proportion of the region’s top talent earned its spurs at B-M and when I met Simon Pangrazio and asked for his advice about building a business in North Asia (an experience that my predecessor and I share in common), he — like all the other B-M pros I’ve met since then — could not have been more impressive.
Fast forward to New Year’s Eve a few weeks ago, when I first spoke to B-M’s Global CEO, Mark Penn. I had almost signed on with another firm by year’s end, but I found his intelligence and vision most compelling and I decided to pursue the B-M option with enthusiasm. Especially because I’ve been giving these lectures on campus of late about how public relations is becoming more of a science than just an art, I was immediately drawn to B-M’s new, data-focused approach to PR called “Evidence-Based Communications.”
I’ve really enjoyed my 18 month sabbatical, but now I am looking forward to working with a tremendously talented team of the highest caliber and professional character. This is a business that’s going places (for many of the reasons I wrote about in this blog post about choosing the right PR firm).
With a rich inheritance of wisdom and experience gained during nearly four decades of experience in Asia-Pacific, Burson-Marsteller is addressing the future with confidence as we focus on setting a new PR standard of excellence in communications achievement.
January 9th, 2010 / 7:00 pm
Lately I wrote an article about 18 reflections after 18 months away from PR. Sticking with the ’18′ theme, I am posting a PowerPoint presentation delivered to the staff of Edelman Japan in June 2008 that outlines the 18 lessons I’ve learned each year working in the PR world starting in 1990. I began using SlideShare recently and thought this would be a good first deck to upload.
December 17th, 2009 / 1:55 pm
I just wrote a new opinion article with personal reflections about how to know the future trajectory of a PR firm’s fortunes.
December 15th, 2009 / 1:00 pm
by Bob Pickard
During the past few years, and especially lately, I have been repeatedly asked by young people how they should determine what kind of PR firm to try and join (especially, in the case of students, after they graduate). Let me be transparent in admitting that I’ve been doing some of this thinking for myself recently, and soon I will be embarking on my next PR adventure.
My usual counsel starts with this critical question: is the PR firm going up, treading water, or going down? In every case, I obviously suggest trying to join the agency whose best days lie ahead, because its economic advance will help create the rising revenue tide of client work that propels young careers forward through richer learning, higher earning and more express routes to promotion.
It’s easy enough to advise that much, but the query that follows is more challenging: “How do we know if a PR firm is poised to grow in the future?”
There is no easy answer, and every agency goes through the peaks and troughs of a business cycle. But let me offer a few observations rooted in repeated personal experience gained in several countries and a few firms over the years. In my opinion, these are some key factors that help shape which way an agency is about to go:
What is the track record of the firm’s leader and is s/he still strongly motivated? Even at their largest global size (approximately half a billion U.S. dollars in revenue), compared to other industries, PR firms are pretty compact organizations and so the leader looms relatively large (and I mean global, national or local leader, depending on the recruitment context). Past results are strongly suggestive of future success, so knowing the size and shape of the firm today compared to when that person first assumed office is a fundamental issue. Still, past performance is no guarantee of future success and so some educated speculation should sensibly be considered. Looking at where the leader is on the career timescale can also be an indicator of results around the corner. Does this person still have fire in the belly because there are important wars yet to be won, or is there a satisfied complacency evident because what the leader set out to accomplish initially has already been met or even exceeded?
Who are the senior people and what is their motivation? Looking at the top executive guns in an agency’s arsenal and assessing their caliber is hard for a newcomer. How long they’ve been there is one telling measure; generally, assuming there is at least some new blood in the senior ranks, if most people have been with an agency for a long time, it means good things. It signals that they probably like working together and have co-created success through mutual trust and collaboration. There are exceptions to this ‘loyalty’ tendency, however. Sometimes senior people have suffered for a long time making compromises in an unhappy situation, because in the end they expect that there will be a considerable financial reward for their career sacrifice. So, while there may be shared interests around commercial objectives, disillusionment can also be a common bond. It’s not easy to find out if a company is a happy place or not, but I do know that in professional services, the happier firms with higher morale are the places to be. My own view is that the PR journey should be as enjoyable as any financial destination, and I do believe in this respect that it’s possible to have your cake and eat it too.
What is the ownership structure of the firm and can people earn equity as they rise through the ranks? I’ve worked for a publicly traded group and privately held independent agencies, and I can say there are pros and cons to each. The public firm can offer a fantastic breadth and depth of integrated group resources that deliver the full might of marketing where PR can be amplified by the powerful resources of a whole constellation of partner firms, but there can be impatient stock market pressures, corporate bureaucracy and sometimes PR can seem the junior partner. The privately held agency can provide a laser-like focus on PR, enjoy greater marketing freedom and act more agile with an entrepreneurial zeal, but private owners — and I’ve been a minority shareholder with two agencies — can act capriciously in what can be ‘messy’ unstructured environments where more systemic accountability, better corporate governance, and less random management would be ideal. Public or private, the key thing is that star players have a pathway to owning shares and increasing their equity position in return for consistently well motivated strong performance.
Who are the employees of the firm? Generally I would suggest that the most diverse consultancy has the edge. The more multicultural, the better, but I am not just thinking about ethnicity. PR is becoming an overwhelmingly female profession, and while I’m not saying there’s anything wrong with that, having run several offices across cultures, I can say that around the world, work life seems more fun and business can be more dynamic in mixed environments. The same goes for age and marital status. Having a blend of grey haired experience and youthful vigour makes a more complete operation, and offices where some are married and others single can be more exciting shops than ones where everyone is the same. Again, it’s hard to know these things from the outside looking in, but there are cues available online and if you ask around.
What is the staff turnover at the company? In general, there’s high staff churn in agency PR, but in some firms (and in some offices), there can be a constantly revolving door. Statistics are hard to come by, so trying to connect with former employees can yield valuable insights. Especially useful is knowing how successful the person to whom you would be reporting has been at recruiting, training, developing, and retaining talent. Does this person attract or repel strong people? During the job interview, if the person asking you questions seems to have thought about you and your career path rather than only what the company needs at the moment, then that is an encouraging indicator of it understanding the no-brainer truth that managing people well today is the key to generating profits tomorrow.
What is the character of the firm? Does it live its values, or just talk about an idealized image? Most PR firms list similar values, so knowing where these are practiced and not just preached can spell the difference between a delightful and disappointing PR firm experience. For example, if an agency seems to excessively emphasize integrity in its communication, does that mean it is sincerely the most ethical firm, or is honesty a sensitive area for some reason? Let’s look through another lens; everyone and their uncle say these days that their firm is a ‘thought leader.’ My advice is to look at a firm’s intellectual capital and consider its purpose. Is it being applied to help create positive business outcomes for clients, or does it look as though it is there primarily for agency marketing, to create the image of being the thought leader? Is the company synthesizing things that have been said by others, or is it actually articulating something new? Is it paraphrasing the same themes year after year, or is there a progression of fresh content that’s breaking new ground? The answers to these questions say a lot about a firm’s personality.
How does the company communicate itself? I am a big believer that ‘PR needs more PR,’ and so I think looking at how firms communicate their own story is strongly suggestive of their consulting quality. I would be skeptical about firms that don’t communicate much about themselves, but equally concerned about consultancies that communicate too much. Is a humble story being told, or is a boastful myth being sold? Self-congratulatory claims of superiority often reflect an arrogant hubris, so I suggest assessing such hyperbole carefully. Each firm should show the marketplace that it can handle its own PR in a way that inspires confidence worthy of being entrusted with conducting clients’ communications campaigns. I’d also look for content consistency as a plus and contradiction as a worry. Does the firm offer advice in the media about how clients should do their own crisis communications, but then bungle their own crisis handling? In general, PR firms are notoriously bad at managing their own internal communications (like doctors making lousy patients I guess…), so finding out how key people milestone announcements are made — and how succession is handled — can often be quite illuminating in seeing an agency’s executive competence in its true light. The PR firms that do their own internal communications well are often the best managed and highest quality consultancies overall.
Who are the clients and how long have these relationships been going? The continuity of client relationships anchors any agency and I think looking at who the customers are — whether they are leaders in their sectors — and how long they have been working with an agency says a lot about whether or not it is a client-centric environment. Client centrism and a focus on results rather than the appearance of activity is a critical augury of a firm’s fortunes.
These are just a few factors that I think play a role in deciding an agency’s future trajectory, a key issue in deciding which firm to join. What usually happens is this: the agencies that rally the most potent combinations of talent to build clients’ businesses — sustaining team cohesion and continuously improving quality — are the best places to grow one’s career. If you can find such a career sweet spot, embrace it and treasure it because such planetary alignments are altogether too rare and too temporary.
- Visualizing the rise and fall of marketing monikers
- The climate change PR disaster
- Humanitarianism in the network age
- The marketing might of modern public relations
- Guest lecture at SMU on Asia social media
- An end to ‘time zone chauvinism’
- climate change
- crisis communications
- guest post
- media relations
- national brand
- PR industry
- social media
- speaking platforms
- A shocking example of how a vile regime uses online media to communicate propaganda: http://t.co/MXkmAaUXLH http://t.co/K3y7Q2f0R7
- The power of collaboration [video]: http://t.co/niIlK38hYT | The rising peer-produced economy - and culture
- @neilclevine I look forward to seeing your blog post about photographs, videos and memory
- This looks like fun for fellow students of 'mass persuasion:’ http://t.co/FTLq3tuFAB | The Propaganda Poster Art Centre in Shanghai
- RT @dorocren: six practical tips for producing killer brand journalism: http://t.co/At6N0LPsTC | Hint: more journalism, less brand
- Why the cult of hard work is counter-productive: http://t.co/8FtehQiRpq | A subversive yet bracing take on the folly of constant 'busyness'
- RT @CampaignAsia: Congrats to all the Agency of the Year winners: http://t.co/kPtrtI79yq | An excellent evening with many deserving awards
- A timely presso on the instant ‘messaging wars:’ http://t.co/JiisrblY2s
- How Instagram alters memory: http://t.co/VJrASDxRIH | Our cameras now remember for us