(credit Georgia State University)
A referral is a gift and a terrific opportunity to build your reputation.
As a PR manager you have industry knowledge, high skill levels and a circle of contacts. That’s why sometimes people approach you for a referral to someone in your network. They want your help in contacting an individual who can help them with career advice, an interview, information or with thoughts on a business idea.
Referrals are gifts
When you give a referral you are giving a gift to the person seeking your help by laying open your networks for their benefit. And like other forms of gift-giving a referral has a distinct etiquette – which when followed – can enhance your professional standing by:
- Demonstrating your industry insights and connections.
(credit Georgia State University)
Referrals are terrific tools for PR professionals. Recently a colleague landed a story by asking for a referral to a newspaper editor and a communications start-up is growing by asking others for help.
Talk about referrals often turns to sales, marketing and business development. Today I’m talking about personal referrals where either you ask for help or set out to help others. That can be to source information, get an interview, land a job or get buy-in for a project. There is art and etiquette to referrals which can help you succeed, or if neglected burn your bridges.
Delegation builds better workplaces. Don’t believe me? Walk into a place where there’s frustrated staff, an uncertain atmosphere and low productivity and most likely you’ll find a boss making every decision, having all the ideas and insisting people work within strict limits.
Delegating is crucial for government, agency and not for profit PR leaders whether they manage small teams or large outfits.
PR teams routinely juggle competing deadlines and multiple projects. That’s true for other disciplines but uncertainty and crisis are never far away from the PR professional. Plus there’s always a campaign in play, about to start or wrapping up.
When PR leaders start saying ‘we tried that and it didn’t work’ they become the barrier to innovation.
The longer you lead a communications team the danger grows that you default automatically to what’s worked in the past. Of course the past is where your successes lie but it becomes a problem when it stifles the creativity of your staff and fails you for the future.
That’s why good PR leaders are always thought leaders with the habit of spotting the trends likely to impact their organisations, teams, even their own careers.
Leaders have little time so if you’re just surviving the working week how do you find space to think beyond your inbox?
Image: Rusty Crawshaw
A PR thought leader must be part explorer, advocate and activist – a curious mix that can be a terrific boost to your career.
One of the skills you – the leader – need is the ability to spot trends likely to affect your organisation and team. This applies to all leaders but specially to PR leaders.
Communications, communities and institutions are changing at lighting speed and unless we anticipate the future we can easily find ourselves marooned in present practice with outdated skills and talking to audiences that have long moved on.
Feeling the future
Thought leadership is about preparing your career, your team and your organisation for the future.
Last week I asked 40 communicators to nominate a communicator-leader they admired. The room feel silent and only two people raised their hands. I was stunned. Surely there must be more because PR specialists have leadership skills in profusion.
Recently I presented on the topic of leadership to Australian Government communicators in Canberra. Which got me thinking how PR people in government and business rank when they get the chance to lead. Are PR professionals superior, average or below par when it comes to leading teams and organisations?
Research on the subject of PR leadership is thin. There’s been some American research but scant Australian study.
PR leaders need time to think but it takes terrific self discipline to deliberately isolate your brain, silence your phone and unplug from the digital world.
Shortly I’ll be speaking at a Canberra conference on PR leadership and one point I’ll be making is leaders are always busy because there is no such thing as a lazy leader.
As the team leader you may not be the smartest person in your organisation. You may not be the best qualified. You may not be the most skillful nor have the strongest influence. But you have one thing you control completely – your work ethic.
In late April I’m speaking at a Canberra conference for Government communicators about what makes a good PR leader. And how to develop the skills and characteristics you need to lead.
It’s a subject everyone in the room is sure to have an opinion on. By nature PR people are very perceptive continually assessing the people around us in senior positions.
While the academic and HR worlds abound with definitions, leadership is a word you normally don’t associate with the PR profession. I have always taken the approach that in the communications environment the difference is easy to spot.
A manager arranges.
Neuroscience is more important than technology when it comes to PR.
In recent years there’s been amazing advances in how the brain operates. Neurosciences and other research explore what attracts our attention, how we process and store information and how we retrieve memories. This is critical study particularly for those of us whose careers depend on engaging others.
Each day everyone of us makes decisions while confronted by mountains of information and levels of distraction in Tsunami-like proportions.
I’m currently reading Daniel Levitt’s book The Organized Mind: Thinking Straight in the Age of Information Overload. Levitt looks at how the brain works and strategies to more use our brainpower to more effectively organise our personal, work and social affairs and ultimately make better decisions.
Most of us want to be led by someone with vision, energy and purpose but communicators don’t always get the type of bosses they deserve.
Sometimes you find yourself working for a manager who won’t or can’t lead. Maybe they’re fearful for their own career, lazy or just never got the opportunity to learn how to lead. A lot of managers fail to make the transition to leader.
The end result is usually the same. Poor leadership has a dreadful impact on a communications team – it stifles creativity, blunts enthusiasm and turns what should be an adventurous vocation into a job without passion.