A Research Report:
10 Patterns of Success in Public Relations
-by-
William C. Heyman
President and CEO, Heyman
Associates
Why is one public relations executive more successful than another? Why do some PR careers derail while others take off and soar? What factors contribute most to success in public relations – contacts, communication skills, experience or those elusive intangibles?
These are important questions in our business,
and thus we conducted research this spring to try to find some answers.
I’m pleased to share our findings with you in this report. To plan
and carry out the research, Heyman Associates partnered with Professor
Bruce Berger and students in the acclaimed public relations graduate program
at the
In
February, the university research team conducted 30-minute telephone interviews
with 97 high-level public relations executives from leading
Profile of the Executives
The executives we interviewed shared two characteristics: They were the highest level PR leaders in their organizations, and they were seasoned professionals, averaging more than 23 years of experience. Beyond these two similarities, we deliberately selected a diverse mix of individuals.
For example, our sample of 97 executives included 39 women and 58 men whose educational backgrounds represented 18 fields of study, though most had studied in one of five areas: public relations or communications (24 executives), business (21), journalism (15), political science (10) and English (9). The executives also represented diverse organizations, including corporations in nine industries (60 executives), PR agencies (16), nonprofits (9), educational institutions (6) and professional service firms (6).
The Findings: 10 Patterns of Success in Public Relations
We hoped we would find the Holy Grail of Success in our research – by that we mean answers to our questions that were distinct and singled out specific universal characteristics and credentials of successful PR executives. Of course, we discovered it’s not quite that simple; you can’t homogenize success in public relations. More than anything, the executive interviews highlighted the complex and multidimensional nature of success in the field.
At the same time, 10 themes or patterns of success in public relations emerged in our analysis of the collective interviews. These patterns do highlight important factors that contribute to success in PR, and they are outlined below. Some of the patterns reflect conventional wisdom, e.g., the importance of communication skills. But the interviews added new dimensions and insights to such themes. In addition, we know of no other in-depth empirical study that examines success factors in public relations leadership from the perspectives of senior leaders themselves. Thus, this study breaks some new ground and makes an important contribution to our understanding of success in the field.
1. PR success is an individual, organizational and group achievement.The executives used more than 90 descriptives to define success in public relations, e.g., hanging on to your job, becoming a trusted advisor, meeting project objectives, gaining financial rewards, and growing the business. The collective answers, however, suggest that PR leaders see success primarily at three levels – the individual, the organization and the group or work unit, in that order.
More than half of the executives defined success in terms of personal achievement, skills and character traits that helped them gain respect, influence and rewards. Fewer executives – about one-third of those interviewed – defined success at the organizational level; they view their own success largely in terms of organizational achievements. About one in five executives defined their success in terms of those they lead (the PR group or team), equating success to effective leadership, talent development and mentoring. Only a handful of executives defined success in public relations at the societal level.
Some executives defined success at multiple levels and pointed out the changing nature of success. “Success from a personal standpoint and from a corporate standpoint is not necessarily the same,” one communications VP said, “and notions of success change with age and other circumstances as well.”
It appears then that the “best” PR executives both understand and achieve success at multiple levels.
2. Many pathways may lead to success in PR leadership.
We did not discover one golden path to success in public relations leadership – we found many. The public relations leaders we interviewed are characterized by diverse educational backgrounds and professional experiences across different types of organizations. In addition, the definitions and metrics of success they offered are multidimensional: One may achieve success by many routes and gauge success at different levels.
Speaking to their own success, the leaders identified more than 60 success factors and a rich variety of favorable tipping points in their own careers. These tipping points ranged from particular skill sets or experiences (40 executives), to risk-taking and successful crisis management experiences (32), to incremental advances over time based on experiences (13), to serendipity – simply being at the right place at the right time (11). We believe the existence of multiple pathways to success is good news for aspiring professionals.
3. Performance lights the pathways to success.
The power of performance was the most distinctive pattern in the research, underscoring the idea that excellence on the job – solving problems, meeting objectives, providing valuable counsel and producing results – is an absolute requirement for success in public relations.
When naming the most successful PR leaders in the past 20 years, for example, the executives most often cited “great accomplishments” as the reason for their selections. Performance track record was cited as the second most valuable influencing factor by the executives, while incompetence was identified as a leading career derailer. In addition, successful project or crisis management experiences were career tipping points for nearly one-third of the executives.
But the executives added two other dimensions to this performance pattern. First, a number emphasized that excellent performance means more than being an “order taker.” It also means being creative, taking risks and being willing to challenge others. One communications VP summarized this perspective: “Understand that PR is an art as well as a science. It is similar to Picasso saying he is going to paint by the numbers – it will never work. People who only do things by the book, over the long haul, will not be the ones sitting at the top.”
Second, outstanding performance has short-term and long-term benefits, according to some executives. A specific project achievement can enhance recognition and provide new opportunities in the short term, while consistent high performance over time opens doors to PR leadership positions and to key decision-making circles. “When you have a good track record, people believe in what you are saying,” one agency partner said. A university information director went even further: “Nothing is more effective, whether they took your advice or not, than when the facts indicate your advice was correct.”
4. Years of experience count, but diverse experiences count more.
The public relations executives also confirmed that experience counts and virtually all of them have extensive experience. They said that experience was a primary source of their influence in decision making, and a number indicated that the accumulation of experiences over time was a favorable tipping point in their careers. Some also said the quality and diversity of experiences was a factor in their own success; it was important in hiring others, and they advised aspiring professionals to gain broad experience to position themselves for success.
As one agency executive summarized this pattern: “Experience is extremely valuable. I don’t mean just years of experience but rather a mix, a kind of portfolio of experiences that taken together provide you with skills, knowledge, even wisdom, to practice successfully.”
A communications director for a nonprofit used a colorful metaphor to make a similar point about hiring people with diverse backgrounds: “Why order the entree when you can go to the buffet? A prospective employer really needs people that diverse.”
Working on different projects, in different organizations, in different locations with different people, may be increasingly important to professional success in our rapidly evolving and globalizing world. These diverse experiences help professionals develop problem-solving and negotiation skills in differing contexts, enhance interpersonal communication skills with a variety of people, and build a reservoir of knowledge – creating experiences to draw from in strategic and tactical decision making.
5. At the top level, communication skills mean much more than just writing.
Not surprisingly, the executives highlighted the importance of technical communication skills to success. After all, technical skills – ranging from writing to design and production of communication materials – are at the core of the profession’s craft.
But the PR leaders ranged far beyond the requirement for excellent writing skills and illuminated a more complex set of communication skills required for success in leadership positions. At a level beyond technical skills, communication skills refer to the analytical, tactical and strategic thinking that underlie effective communications planning and campaigns.
At yet another level, the executives said communications encompasses vital interpersonal skills and the ability to build and cultivate effective relationships and coalitions with others. And at the highest level, communication skills refer to how persuasive and influential professionals can be with CEOs and other powerful decision makers both inside and outside organizations.
So while we all know that communication skills are vital in the profession, the interviews highlight the complex dimensions of this skill set at the top and suggest that the most successful PR leaders must be accomplished communicators at each level.
6. Relationships, relationships, relationships.
Public relations is all about developing and nurturing relationships, but we often link such relationships to external audiences, from media to government. The executives we interviewed, however, emphasized the importance of personal relationships inside the organization to gain influence and get ahead. Nearly half of the executives said the most valuable source of influence they possessed was relationships with senior executives, peers and subordinates. As one executive said, “Ninety-nine percent of your ability to influence is having a boss who supports you by pushing you to the [decision-making] table.”
The use of coalitions also was cited as an important influence tactic, and mentor relationships helped to favorably tip some careers. In addition, the PR leaders indicated that the ability to develop and cultivate relationships and networks was critical to success, as well as an important capability for aspiring professionals.
To the extent that interpersonal skills are linked to relationship building, the value of relationships is even more pronounced. Overall, the findings hint that relationships may provide more power to professionals than their titles or formal positions in organizations. So who you know does count, according to this group of PR executives, and so does who else you get to know and how you cultivate and nurture enduring relationships.
7. Proactivity and passion pay off.
Call them go-getters, self-starters, risk-takers, opportunity-seekers, or just high energy, curious and committed individuals – a number of successful PR leaders point to the importance of being proactive on the job and passionate about the practice itself, on a daily basis.
They said proactive natures and self-starting capabilities were crucial to success, as well as important characteristics in new hires and valuable qualities for aspiring professionals. A third of the executives said that the key tipping point in their careers was a crisis or project management experience, risky opportunities for which they volunteered. As one agency executive said, “I came to believe that some of the best opportunities may lie in doing what others are reluctant to do, being a risk-taker.”
Some of those we interviewed also linked passion for work with being proactive and trying to do the right thing. As one agency head said, “It is not only okay, (but) it is paramount to believe in the possibility of what we can do, and then passionately set about trying to do it.” A corporate VP put it somewhat more bluntly: “You’ve got to have passion, believe in what you’re doing. There are already too many ‘empty suits’ in the profession.” Another agency leader put passion in the context of social responsibility: “PR…has to do with doing the right thing. You can’t just make a contribution to the symphony and then think that’s going to make up for the fact that you’re polluting the local water supply.”
The most successful PR leaders appear to be passionate about the profession and infuse high energy into all of their communication efforts.
8. Crucial intangibles are rooted in interpersonal, relationship skills.
An individual’s so-called “intangibles” typically refer to such things as chemistry, likeability, fit, personality and presence. The importance of intangibles to success weaves in and out of the interviews but is prominent in two areas. Positive personal character traits were named by 84 executives as the single most desired characteristic in job candidates, and developing positive personal characteristics was the second most frequently mentioned piece of advice to young professionals (noted by 40 executives).
In the interviews, these traits and characteristics largely reflect the intangibles listed above, which appear to have their roots in what are more visible interpersonal qualities and relationship-building skills. For example, when we speak favorably of an individual’s chemistry, fit, or likeability, we generally mean that the individual interacts comfortably with others, and has the ability to effectively “manage” equally well both up and down. We also generally mean the individual is deemed a valuable team member and integrates smoothly into organizational networks and cultures.
To learn more about an individual’s hard-to-identify but important intangibles, it may be important to look more closely at their roots – interpersonal and relationship-building skills.
9. The power of PR is limited by perceptions of its role and value.
Nearly half (45%) of those interviewed said the most significant limitation on public relations practice and influence is the inaccurate or incomplete perceptions of the function’s role and its value by other organizational executives. One PR leader tersely summed up this view: “Executives don’t have a good understanding of what PR can do. We are always an afterthought.”
Some suggested this was the profession’s own fault due to the “prevalence of spinmeisters” in the practice. Others said the lack of metrics to document the value of the function was the chief culprit. Still, others indicated that limited resources, structural reporting relationships, and the absence of a seat at decision-making tables were problematic.
We think it is significant that PR executives at the highest levels report that their bosses don’t fully understand or appreciate what public relations can do for their organizations. This places a high professional priority on eliminating deceptive practices and developing convincing metrics and case studies to better explain and justify the role and value of public relations. We believe those in the best position to accomplish these things are the executives we interviewed and other leaders in the field who work side by side with key decision makers.
10. Female and male PR executives view success the same (almost).
Overall, professional women and men who were interviewed answered questions about success and influence in the field in more or less similar ways. However, several modest differences were noted.
Female, more than male, executives emphasized the importance of dealing proactively on the job and the power of relationships – mentors, coalitions, and internal and external networks of relationships – in achieving success and gaining influence. Male executives more often credited their success to individual skills and the respect and credibility they gained through performance.
Male, more than female, executives suggested their influence on the job was limited by the views or (mis)perceptions of PR by other senior executives in the organization. Female executives more often explained limitations on their influence as the result of resource deficiencies or lack of formal authority.
With respect to skill sets, men highlighted the value of communication and interpersonal skills slightly more often than women, who gave somewhat greater emphasis to overall leadership and team-building skills.
These subtle differences may suggest that women see the journey to success as one accomplished in the company of others, while men may view the trip somewhat more as an individual venture.
The Profile of a Highly Successful Public Relations Leader
Overall, our research suggests that a highly successful public relations leader might possess the following portfolio of attributes:
An outstanding performance record marked by individual achievements and continued high performance over time, linked to group and organizational goals.
A diverse set of experiences encompassing different types of organizations, projects, issues, skills, people and even cultures. Diverse experiences build knowledge and skills that may lead to wisdom and excellence in practice.
A multidimensional set of communication skills that work effectively at the technical, strategic, interpersonal and persuasion/advocacy levels.
The ability to develop and nurture internal and external relationships. Professionals with dense networks of relationships appear to have greater influence in decision making and better opportunities for advancement.
A proactive nature that includes high energy, initiative and the willingness to take risks and engage passionately in the complex work of helping organizations do the right thing.
A set of positive intangibles reflected in strong interpersonal and relationship-building skills.
A commitment to furthering understanding at the highest levels of the role and value of strategic and ethical public relations.
To paraphrase the comments of some cynics in the profession, “Look, PR is not rocket science. It’s about creating and delivering messages to target publics to influence them. Period.”
We think achieving success in public relations is a bit more complicated than that. Based on this research and the 10 patterns we identified, success in PR appears to involve juggling a complex set of roles, possessing excellent communication and leadership skills, gaining wisdom through diverse experiences and achieving high performance at the individual, group and organizational levels.
One corporate relations VP used what we believe is an apt metaphor to describe the importance of balancing success factors in PR:
“If you’ve ever been trout fishing, you know that a trout has a soft mouth. If you get one hooked and just try to reel him in and jerk him out of the water, the hook will just rip out of his mouth and he’ll get away. If you give him too much freedom and let out all the slack on the line, the trout will work the hook free. You have to keep just the right amount of tension on the line and know what the trout is doing and adjust to it. In public relations you have to possess the right touch. You need to know what is going on around you and be able to adjust accordingly.”
We interviewed a number of PR executives who clearly possess a combination of abilities that result in the “right touch.” The central characteristics include the ability to balance complex roles, conflicting demands, and relationships with diverse publics and tensions among individual, organizational and societal needs.
Chief executive officers are ultimately the “chief spokesperson” for their organizations. But public relations leaders can help those executives and their organizations achieve their goals and do the right thing. We believe this study will help organizations identify and develop PR professionals who embody the critical patterns of success and are able to effectively and efficiently communicate the organizational objectives.
