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    PUBLIC RELATIONS LEADERSHIP the role of public relations in governance

    Professor Anne Gregory Centre for Public Relations Studies Leeds Business School Leeds Metropolitan University

    Chair, Global Alliance

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    Which institution is trusted most?

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    Who do we trust?

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    Which sources do we trust?

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    Whats the issue?

    Edelman Trust Barometer 2013

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    Understanding whats happening.all change


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    The new reality..


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    The new accountabilities..


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    What CEOs expect Forward intelligence Externally and

    internally connected Problem-solvers Coaches and advisors A new, authentic

    narrative Technical competence

    So, senior practitioners need to be consultants working at all levels understanding and solving problems

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    The new shape of the company

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    Clear conceptualisation of

    strategic role of communication in


    Excellence in communication

    planning An ability to

    enact the role

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    The role of public relations: The 4 X 4 model

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    Four levels of contribution



    Stakeholder/Value chain/network


    Steyn, 2007; Gregory and Willis 2009

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    At the societal level. Purpose: Social orientation what is our role in society? what are our obligations? what are the implications

    for our organisation?

    Values based: stakeholder oriented

    PR contribution maintains legitimacy assists strategy development puts performance into

    perspective builds brand identity provides the organisational


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    The NHS Constitution

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    At corporate level.

    Financial orientation What is the shape of

    our business? How shall we deploy

    our resources?

    Internally oriented: resources and capability

    PR contribution Informed decision-making:

    listening Coaching management on

    their comms responsibilities

    Preserving and building organisational character

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    Articulating the unique public relations perspective of assets

    Identity/brand Reputation Relationships Culture

    Identity Reputation

    Relationships Culture

    ROI in comms terms

    A balanced scorecard?

    Laurati, 2008; Gregory, 2013

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    At stakeholder/value chain level. Stakeholder and financial

    orientation Who is or should be part

    of the closer stakeholder community?

    Who is in our value chain?

    Relationship oriented

    PR contribution Identifying stakeholder

    needs Negotiating collaborations Upholding values Monitoring performance Managing multiple-


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    At functional level. Societal, organisational and

    stakeholder/service user focused

    What are the operational imperatives?

    How do we implement efficient and effective programmes and campaigns?

    Operational competence

    Comms Contribution Strategic programmes Using recognised

    business planning disciplines

    Reactive, proactive and interactive


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    The core role in four parts

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    The catalyst..

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    What do we mean in a PR context? someone who makes things happen...

    ...but in a particular way supports/defends values and relationships examines touch points with stakeholders operates in other leaders territory highlights failing systems and processes

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    Where? largely at the value chain

    level where we interact with

    close stakeholders ...customers/service users ...suppliers ...strategic partners

    assesses expectations versus experience

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    Why? a new business paradigm is emerging governance is at its core covert versus overt accountability new issues and risks to be managed determines your license to operate a different world for CEOs and boards

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    an ideological leader

    a contextual leader

    (Hamrefors, 2010)

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    ...and a reflective leader the world is multi-dimensional/contextual sees the organisation from the outside potential to act and behave differently frames relationships with stakeholders respected not managed

    intelligence acquisition not information dissemination

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    Building trust from the inside, out

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    Organisational character

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    On character

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    Integrity Index

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    Building a culture of listening and engagement Public Relations and communication professionals have a mandate to: Develop research methodologies to measure an organisations capacity to listen, and apply

    these metrics before and after the pursuit of strategy and during any major action.

    Identify and activate channels to enable organisational listening. Identify all stakeholder groups affected by the pursuit of an organisations strategy, both now

    and in the future.

    Identify all stakeholder groups that affect the pursuit of the organisations strategy, both now and in the future.

    Identify these stakeholder groups expectations and consider them both in the organisations strategy and before taking any action.

    Ensure sound reasons are communicated to stakeholders in cases where their expectations cannot be met.

    Prove that the organisation is genuinely listening as it takes actions in pursuit of its strategy.

    Evaluate the effectiveness of the organisations listening.

    Culture of Listening and engagement

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    societal organisational professional personal

    Instilling responsible behaviours

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    Harold Burson

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    The ultimate core competence




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    Public sentiment is everything.. with it nothing can fail: without it nothing can succeed.

    Abraham Lincoln