Hier erfahren Sie, wie Sie die wichtigsten Qualitäten einer erfolgreichen Führungskraft in der Öffentlichkeitsarbeit verkörpern können.

A successful PR Executive is a trusted partner to their team. And as a trusted partner, you need to embody the ethics of the profession. Your advice must be guided by research and fact. You need to be ready to learn, listen and collaborate with other team members. You are basically the conscience of your organisation; ensuring the decision they make will be beneficial to both stakeholders and the company.

A successful PR executive embodies adaptability, clear communication, and relationship-building. They anticipate challenges and craft strategies that resonate with diverse audiences. Consistency in values and transparency is key. "Success is best when it’s shared."

To embody the key qualities of a successful executive in Public Relations, focus on developing strong leadership skills, including the ability to inspire and guide your team through challenges. Cultivate excellent communication abilities, both in crafting compelling messages and in listening to stakeholders. Demonstrate strategic thinking by anticipating industry trends and aligning your PR efforts with broader business objectives.

Successful PR executive focuses on developing understanding of organisation's goal and objectives. It requires analysing complex situations define key issues and creating comprehensive plans to obtain desired outcomes.

The communications leader ensures that messages are timely and relevant to stakeholders. Multiple points of engagement are used to meet stakeholders where they are so that we can build engagement around the organization's mission and vision.

As an executive, it's important to ensure that every communication is clear and honest, even when it means making tough calls. Prioritizing ethics over short-term wins safeguards your reputation and strengthens relationships with clients, media, and the public. In the long run, being dedicated to doing what's right creates trust and showcases your integrity.

Not only do communications needs to be accurate, they must be timely. Our stakeholders are looking for increased transparency. Part of that is keeping them informed through every stage of a decision-making or change process. We must set expectations for engagement and then honor those expectations

Deploy your resources well. Press releases are legacy and dated. Some publications in the UK have banned their journalists from reading press releases. You have to be on top of the trends and news cycle in your niche. Be quick to contact journalists when you have something of value to say. Send an email or a DM, give them a call. Keep it short. Tell them what you have and ask if they can use it? Keep it short. If the answer is yes, then you can dive in deeper. Don’t waste resources writing and sending press releases no one will read.

Drawing on my 30+ years of experience in crisis communications and management, embodying the key qualities of a successful PR executive means being adaptable, decisive, and a strategic thinker. In high-stakes moments, I’ve learned to stay calm under pressure, quickly assess the situation, and deliver clear, effective messaging. Transparency, honesty, and a proactive approach are essential; they build trust with clients, media, and stakeholders. Strong leadership involves listening to the team, valuing diverse perspectives, and making informed decisions swiftly.

Your starting point is to ask if the “crisis” you’ve been hit with poses a long-term threat to your business or is just a minor blip. If it’s the latter, then most often the best strategy is to take your lumps and let it pass, the news cycle is fast and moves on. If the crisis has long-term ramifications, then take action. PR crises are often a result of mistakes. Don’t obfuscate, don’t spin, don’t hide - you’ll get caught out and it will make the crisis worse and longer lasting. Do these three things instead: 1. Admit the mistake 2. Communicate what you will do to fix it 3. Take actions to fix it and communicate those actions publicly. This way you take responsibility, provide a solution and show you are working to affect that solution.

Step one is to make sure everyone in the organization can define what constitutes a crisis. Is it really an event that will cause disruption or long-term impact? If not, move on. If it truly is a crisis, a strategic communication plan will guide next steps.

Building relationships are core to PR, but the nature of relationships between PRs and the media have changed - they have become more transactional. Newsrooms are understaffed, wining and dining journos just doesn’t work anymore. They don’t have the time and you most likely don’t have the budget. Good relationships with journalists are now transactional. Make their jobs easy, provide them with credible and well-thought out copy in a timely manner. This helps them to do their job, which if done consistently and over time will make publications more likely to come to you.

The nature of media relations is different than it was 20 years ago. No longer is there a long-term, reliable connection at the local paper or news station. Instead we have to be prepared to be responsive to requests with carefully prepared statements and factsheets in advance of the ask. Our role is to help in bad times, so that they are willing to also cover the good.