Leaders need to be detached. Which means getting off the dance floor and going to the balcony.
There is a strong correlation between asking for feedback and the overall effectiveness of leaders. But can you ask for feedback without risking your authority?
Sensitive to criticism?
At times I admit to having being sensitive when people critiqued my PR efforts. You may have experienced something similar. Invariably we try our best so when we do fall short, it can be uncomfortable when someone highlights our failures. Yet when people offer feedback it’s a terrific opportunity to improve performance.
PR managers may have substantial authority but they are only human.
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.
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at lighting speed and unless we anticipate the future we can easily find ourselves marooned in present practice with outdated skills and talking to audiences that have long moved on.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.
It’s very easy to let ‘groupthink’ infiltrate PR planning.
Cass Sunstein is a Professor of Law at Harvard
Statements such as I like something therefore other people must like it too (egocentric bias) can derail communications planning even before it gets properly underway. And a communications leader must be ever alert to the dangers of letting his or her team slip into repetitive patterns and not challenging assumptions.
US legal academic and former Obama official Professor Cass R Sunstein of Harvard University writes:
” People tend to ignore the long term; to be unduly afraid of losses; to display unrealistic optimism; to make self serving judgements: and to deal poorly with risks.