By Adam Wakefield
At the PRISA Conference, which forms part of Loeries Creative Week, you will be speaking about business acumen in the public relations space. Why have you decided to focus on this subject at the conference?
The public relations strategy is an integral part of the broader business strategy and therefore understanding the business environment enables the practitioners to be appropriately positioned to support the business optimally
As part of your talk, you will also be looking at the business landscape, how to evaluate the image of the industry, what takes place around the boardroom table, and how to leverage your role as a communication professional. Would you please expand on each of these aspects? Why are they important?
The key element of my presentation will be around PR positioning in the organisation and the practitioners` role as a strategic business partner. These elements are important in that PR should deliver tangible value to the business and that is only possible if positioned both at a strategic and operational level appropriately.
Do you believe communications (and knowing how to use it) is under-appreciated within the formal business environment, particularly in the mining, financial, and construction industries?
There is a perception that is it under-appreciated but the reality is that, on a daily basis, at different levels, the business uses communication to drive productivity (communicating targets, how activities are to be delivered, outcomes) or build relationships with various stakeholders. The perceptions are driven by an approach that does not see the communications practitioner as a facilitator that enables the rest of the organisation to communication within and externally.
What have been the greatest lessons you have learnt in your career as a communicator, particularly in relation to being a communicator in a business environment?
The simplest approach is always the best one. The days of the ‘smoke and mirrors’ approach have long passed because we are dealing with discerning audiences who have multiple sources of information and for your communication to stand out, it has got to be simple, accessible, and authentic.
Can you be an effective communicator within the business environment without being able to act as a crisis communicator when the need arises?
Crisis communication is an integral part of the communication programme and, therefore, my view is that the same voice and approach that you use during ‘normal’ times should continue, albeit at a heightened level. You need to ‘borrow’ on your credibility and I personally don’t believe it is advisable to introduce new variables/approaches during the crisis. People, in times of trouble, find comfort in what they know. I would advocate for creativity and innovation within your current communication toolbox.