Last week, the PRCA published a new definition of public relations, following a detailed consultation with members and industry leaders. I happened to be writing this blog in parallel, looking at the principles which make us better at what we do, whatever the landscape we’re operating in.
The PRCA’s definition states that, “public relations is the strategic management discipline that builds trust, enhances reputation, and helps leaders interpret complexity and manage volatility – delivering measurable outcomes including stakeholder confidence, long-term value creation, and commercial growth”.
It’s been warmly welcomed, acknowledging the strategic value good communications can bring to organisations and businesses.
So, as our industry continues to navigate the rapid changes driven by AI, shifting work dynamics and evolving scopes of work, it’s important to remember that the core of good communication remain the same. The basic tenets of great work – relationships, resourcefulness, rigour, results, and reputation – still guide best practice work and drive deeper partnerships.
Of course, relationships are the bedrock. In a digital-first world, nurturing genuine connections is more vital than ever, whether that’s virtually or, increasingly again, in-person. These relationships come in many shapes and sizes, but the most successful ones value real collaboration (less carrot and stick), mutual respect (professional and personal) and good old-fashioned honesty (sometimes there’s no escaping a tricky conversation – but the strength of relationship determines how it’s delivered and received). Building trust and understanding not only ensures change is navigated more effectively, but also makes our work more enjoyable and rewarding.
Resourcefulness is critical, and as much about mindset as the activity itself. Having both (a) foresight to be our clients’ eyes and ears (in and outside their industry) plus (b) agility to adapt and find creative solutions in the face of new challenges, can set us apart. As AI drives an exponential shift in the pace of our work, we’re being required to see round corners way before we get to them, using new tools to do so. Embracing a mindset that welcomes experimentation and agile learning, and marrying that with our expertise and experience ensures we’re delivering best practice counsel.
Rigour, too, is more important than ever. Comms budgets are hard-fought and come with high expectation (and, let’s face it, often a lack of understanding from internal senior stakeholders). So, every part of a campaign, project or proposal needs to be thorough, evidenced and proofed to within an inch of its life. This basic stuff matters, often being the straw that breaks the camel’s back when a relationship starts to falter. While the tools and approaches are changing, care needs to shine through every recommendation, justifying the time and investment from our clients, and providing quality work at every level.
It seems a bit obvious to say that that evidenced, tangible results are the ultimate goal. But how we set those objectives, measure and evaluate them makes the difference when it comes to demonstrating value and impact. A straightforward conversation about what needs to be achieved sets the tone for creating work that challenges the norm and makes a difference. Holding our feet to the fire isn’t always easy, but consistently proving business benefit is the easiest way to move earned communications further up the boardroom agenda, and prove value we bring.
Finally, reputation is our most powerful currency. This rests on the people we hire (so recruitment and retention could technically be two more Rs in this alliterative model, but we’re heading for overkill…) providing expertise, leaning into experience, building trust and being ready for the future.
If these points are in play, everyone benefits; our people learn and grow, our relationships thrive and our best work happens – with clients who are true partners, understanding the value that PR can bring.
