Public Relations and Ethics in a Professional Baseball Drug Case

The situation is this:  a professional athlete is suspected of using steroids and other performance-enhancing drugs (PEDs), and the rumors are receiving a great deal of negative media attention.  A request has been made by the athletes agent for me to “advise and assist him” with the situation and “try to place favorable stories about the baseball star in the media and create a positive environment for him” (Cameron, Wilcox, Reber, & Shin, 2008, p. 240).  In confidence, I have been told by the athlete’s agent “that the athlete has admitted that he took some substance that was unknown to him, but may have been steroids” (Cameron, Wilcox, Reber, & Shin, 2008, p. 241).  With the information given, I will explore this case from the perspective of a PR practitioner, determine whether or not I would take this case given these circumstances and examine it from an ethics standpoint.  

            When it comes to professional sports, players are represented by Players Unions or Associations and governed by rules that are agreed upon between those unions and associations and the heads of their particular professional sports league.  Other professional athletes are also governed by the International Olympics Committee and the US Anti Doping Agency which all seem to have varying policies with regard to drug testing.  Above all, the players and organizations for which the athletes work are governed by state and federal laws (unless other more stringent agreements have been arranged in contracts).  In some states, suspensions and/or banning players is a violation of workplace laws which supersedes league rules.  In this particular case, this athlete is a professional baseball player and will therefore be held to what is known in the world of professional sports as the utmost standard of drug policies outside of the Olympics.  With that in mind, let’s look at what the consequences would be for this player.

The Major League Baseball Association considers the use of illegal substances, which would include anabolic steroids and any other substance that is being used without a prescription, a violation of their drug policy.  This is enforced through formal procedures that have been agreed upon by the Commissioner and the Players Association, and those procedures involve the use of mandatory random drug testing.  The punishment for violating this policy varies depending on the degree and number of violations the player has, if any.  According to Murray Chass (2007), writer for the New York Times, “Under Major League Baseball’s drug-testing program today, players get 50-game suspensions for testing positive for steroid use,” although it can range to permanent suspension from Major League Baseball if there have been previous offenses or if the incident violates the policy on a more extreme scale.  Even a first time offense costs these players large sums of money.  These are the consequences handed down by the League, not the public.  The public’s reaction to illegal drug use by a professional athlete can be far more severe, having the power to irreparably damage the athlete’s reputation and destroy his or her career all together. 

From the perspective of a public relations practitioner this case is a manageable one provided that the player understands his options in dealing with these rumors, the consequences that may follow and agrees to cooperate with the process.  Knowing the potential outcome helps weigh options for an approach to the issue.  Although, in this situation there is also the “unknown substance” taken by the player which means the outcome is not predictable and has the potential to turn ugly if the player is tested and tests positive for an illegal substance.  A few things could happen here: 1) the player can step up and admit to taking an unknown substance, apologize for his mistake and suffers whatever consequences follow, 2) he can withhold the information, never end up having to test and be home free, 3) withhold the information and end up being subjected to a drug test and pass, or 4) he could withhold the information, end up taking a drug test and fail it.  If he were to fail, this would be the worst case scenario where his reputation would take the biggest hit because he would not have admitted to any mistake and been found guilty.  The public is not forgiving to players who use performance enhancing drugs and often they view the situation as guilty until proven innocent. 

For the sake of the league and all players it seems that drug testing is inevitable once rumors begin.  With this in mind, do you take a preventative approach and publicly admit to taking an unknown substance or go as far as denying it or withholding the information and suffer the consequences that might follow that approach?  In my opinion, taking the proactive approach and hoping for public forgiveness is better than risking the annihilation of his reputation and career.  The mistake has already been made whether he comes up positive or not.  It is more admirable to admit ones mistakes rather than run from it.  Rumors may stop, but no amount of good publicity will outweigh the bad publicity that would follow a positive drug test.

Players are brands that require promoting to shape their public image.  The ethical issue here is what your intentions are for promoting the player.  Promoting him to cover up or mask an issue such as rumored illegal drug use is unethical when there is any question to whether the player did or did not use an illegal substance.  Had there been no question to whether the player had knowingly or unknowingly violated League policies for illegal drug use than ethics would not be debated.  A compromise between the extremes of this scenario may be the most appropriate option in this case.

The best course of action for a PR professional within this scenario is to take the case on the condition that the player cooperates with the process of coming clean in the situation.  That could start with a statement much like the one Ramirez gave while he dealt with a similar situation as this.  He said he “wasn’t tempted to use drugs” and then after testing positive he stated,

"Unfortunately, the medication was banned under our drug policy. Under the policy, that mistake is now my responsibility. I have been advised not to say anything more for now.  LA is a special place to me and I know everybody is disappointed. So am I. I'm sorry about this whole situation" (Nanaimo Daily News, 2009, p. B5). 

The best approach would be to make a statement that reflects his feelings about drug use, and clearly states his position on the matter.  His agent may make a statement on his behalf that also states that he has never to his knowledge taken a steroid or illegal substance (provided that these statements are 100% true), and has never held any intention to.

It is not ethical to place articles to gain favor for a player when it is executed as a means of distracting or deceiving the public from another issue.  There are appropriate ways to reveal information without lying and without doing unnecessary damage to a player’s reputation.  As a PR professional, you have to look at the consequences, policies, and what any potential course of action will bring as a result before committing to a case.  Public relations are about being honest, quick and preventative in the event of a potential crisis scenario which is what the player in this situation is facing. 

            Reference

Cameron, G. T., Wilcox, D. L., Reber, B. H., & Shin, J. (2008). Public relations today:      Managing competition and conflict. Boston, MA: Pearson Education, Inc.

Chass, Murray. (2007). Rumors of drug use have damaged for decades. The New York Times,      Retrieved from http://www.nytimes.com/2007/11/18/sports/baseball/18chass.html?_r=2

MLB suspends Ramirez 50 games for drug use; Medication was given to him by a physician, he

said. (2009, May 8). Nanaimo Daily News, B.5.  Retrieved June 17, 2010, from Canadian Newsstand Complete. (Document ID: 1706699181).

Public Relations: Crisis Management & Ethics

            Whether expected or unexpected, crisis occurs for organizations with the potential to devastate.  The media and public adhere to crisis like cement.  The weight of public opinion and rush of media interest in crisis situations and conflict can be a crisis in itself, further increasing the importance of well-prepared communication tactics.  Preventing and/or managing crisis demands public relations practitioners to resolve issues quickly with the least amount of damage to the organization as possible.  Crisis management tactics must also be exercised with mindfulness of the publics the company serves.  Balancing crisis management and ethics in public relations is a long debated issue and interest in the subject continues to grow still today.  To explain how public relations practitioners balance ethics during crises we will first examine crisis situations and the process of managing them, we will then define ethics and discuss the role ethics plays in crisis management, and finally explain the growing importance and complexity of ethics in crisis management for PR professionals.     

Crisis Situations and Crisis Management

            The most recent crisis situation facing a large, recognizable company today is the BP oil spill.  Crises such as these have a global affect and require strategic communication on the part of the CEO and a PR team.  Somehow, regardless of the abundance of information that would support the vitality of having a crisis response and management plan in place, large organizations in recent times continue to fall short.  According to a study by Steven Funk, “89 percent of the chief executive officers of Fortune 500 companies reported that a business crisis was almost inevitable; however, 50 percent admitted that they did not have a crisis management plan in place” (Cameron, Wilcox, Reber & Shin, 2008, p. 50).  In light of this, it is always valuable to review what is involved in crisis management, and get back to the basics.   

            Two things matter to the public during a crisis, the crisis event itself and how the organization responds to the crisis situation.  This means that not only will the public judge the event itself and whether or not they think the event could have been prevented, but they will also judge whether the situation was handled well (it is also worth noting that from an outside perspective there is always room for improvement so a crisis is never without a critic).  Public relations professionals are responsible for managing conflict strategically.  “In public relations, high-profile events such as accidents, terrorist attacks, disease pandemics, and natural disasters can dwarf even the best strategic positioning and risk management strategies.  This is when crisis management takes over” (Cameron, Wilcox, Reber, & Shin, 2008, p. 49).  To manage the unknown you have to start with research and planning. 

Environmental scanning is used to assess potential threats to the organization.  Once threats are pinpointed and analyzed, potential plans for dealing with the issue should be assessed for their effectiveness, and organized so that the issue may be managed in the future in the event that the issue does indeed surface again.  If the plan is utilized during a crisis it should then be evaluate to measure its effectiveness so that it may be adjusted as needed for the future.  Communication, external and internal, during a crisis is vital.  How the organization communicates their position in the matter will affect their public’s opinions of the organization, determining whether their reputation stays strong, waivers or is demolished indefinitely.  This makes timing a significant factor in responding to a crisis situation, further emphasizing the importance or preparedness. 

“How an organization responds in the first 24 hours, experts say, often determines whether the situation remains an ‘incident’ or becomes a full-blown crisis” (Cameron, Wilcox, Reber, & Shin, 2008, p. 49).  This is why planning is such a vital part of the public relations.  If you see that there is potential for crisis, then put a plan in place for managing it.  “Many smoldering crises could be prevented if professionals had used more environmental scanning and issues management” (Cameron, Wilcox, Reber, & Shin, 2008, p. 50).  Preparing for crisis also includes several more specific elements, such as “developing a detailed crisis strategy, creating media materials in advance, arranging media training for key executives, and establishing a crisis response team in advance” (Dougherty, 2010).  The key word here is “advanced.”  Planning requires that an organization gather all necessary facts related to the potential crisis, plan statements appropriately reflecting sincerity, and thoughtfulness for public involved, and readiness for execution which often comes from crisis response trials or practice responses.

            “Most PR professionals consider the cardinal rule for communicating during a crisis to be TELL IT ALL AND TELL IT FAST” (Dougherty, 2010).  There appears to be a common agreement with this rule, as there should be because the demand for truth and accountability is magnified during times of crisis.  The quicker and the more clear the response, the harder it is for the media to create their own spin on the event and the more forgiving the public may be in their assessment of the organization during and after the crisis.  Henry Unger (2010), writer for the Atlanta Journal, offers the following advice on what to do and/or how to communicate during a crisis:

“Here's what we did wrong. We're sorry.  Never minimize the impact before all the information is in. If that happens, a sense of distrust can emerge that will be very hard to erase.  Here's what we're going to do to repair the situation in the short-term. We will keep you abreast on at least a daily basis. This is important, they said, since the ‘rumor mill’ is generally on fire during a crisis.  Here's what we're going to do over the long haul to make it right. A separate team should be charged with developing plans and a timeline that might go on for five or 10 years, or more.  Essentially, a company and its CEO need to become transparent, humble and humane. It may not be easy, but it's required” (p. A7).

This also reminds us to not only communicate and communicate fast, but to communicate often during a crisis. 

Ethics and Its Role in Crisis Management

            Jaksa and Pritchard, authors of Communication Ethics: Methods of Analysis, define ethics as being “concerned with how we should live our lives.  It focuses on questions about what is right or wrong, fair or unfair, caring or uncaring, good or bad, responsible or irresponsible, and the like” (Cameron, Wilcox, Reber, & Shin, 2008, p. 203).  This says that ethics is not limited to avoiding blatant lies or intentional deceit, but extends to behavior, awareness, intentions, responsibility and obligations.  Ethics with regard to crisis management is more than doing what is right when something goes wrong, it is about preparing to minimize potential threats and/or damage that may affect any stakeholder or public associated with a company’s business.  It could be questioned whether or not lack of preparation for crises is where some ethically questionable behavior arises.  In a situation where a team is prepared to deal with a situation, it is less likely that they will need to avoid offering the public information because a plan for dealing with the expulsion of such information would be prepared to be presented in a particular manner with a planned solution to the issue.  It is the ethical obligation of organizations to have crisis plans in place as a way to protect their publics and a responsibility that too often is neglected.  That is not to say that all crises can be avoided, only that an effort should be made to prepare.  The very nature of crises is that there are many unknown factors, so the question shouldn't be whether or not to plan for potential crises, but how in depth the plans should be.  At least then they would have the groundwork to work off of in the case of a crisis situation. 

            It is equally important to remember while negotiating the ethics of a situation that “most ethical conflicts are not black or white, but fall into a gray area” (Cameron, Wilcox, Reber, & Shin, 2008, p. 203).  An example of this “gray area” can be seen when practitioners either neglect to do a sufficient amount of research to support their work, or only present the portion of research information that supports their organization’s objective to its publics despite alternative findings.  In some cases when this is done practitioners can “subvert science in ways that can affect people’s health” (Devin, 2007, p. 34).  This can be a serious offense.  When information is revealed about a product having adverse effects on its consumers’ health, this is an example of a crisis situation for the company producing the product.  This is when, ethically speaking, a crisis management plan should be executed in an effort to resolve the problem which you would think would mean altering the product to not have negative effects on its consumer’s health, but that is not always the case.  A good example of this is “The ‘research’ funded by The Tobacco Institute that downplays the negative health effects of smoking” (Devin, 2007, p. 34).  “Selective inattention to research that contradicts ones promotional efforts is a serious ethical violation” (Devin, 2007, p. 34).  Marketing a product or service by leaving out information that an organization’s publics may need to make a decision, especially those decisions that may affect their well-being, should never be mistaken as ethical or acceptable practices.

This gray area and violations of ethical practices affects the profession as a whole.  How you negotiate what is right and wrong, or know what information or how much information to offer the public while trying to defend or protect the organization for which you are employed is a clear matter of ethics.  It is unethical to withhold information from the public when it is in an effort to mask the severity of an issue or to avoid conflict because of a conflict.  Organizations should be as transparent as possible in order to maintain a reputation of honesty and forthrightness.  This means admitting to mistakes, being accountable for them. 

For public relations professionals who value the utmost standard of ethical practice in their profession there is the Public Relations Society of America, which offers the following core values based on their industry’s code of ethics:

“ADVOCACY [:] we serve the public interest by acting as responsible advocates for those we represent. We provide a voice in the marketplace of ideas, facts, and viewpoints to aid informed public debate.  HONESTY [:] we adhere to the highest standards of accuracy and truth in advancing the interests of those we represent and in communicating with the public.  EXPERTISE [:] we acquire and responsibly use specialized knowledge and experience. We advance the profession through continued professional development, research, and education. We build mutual understanding, credibility, and relationships among a wide array of institutions and audiences.  INDEPENDENCE [:] we provide objective counsel to those we represent. We are accountable for our actions.  LOYALTY [:] we are faithful to those we represent, while honoring our obligation to serve the public interest.  FAIRNESS [:] we deal fairly with clients, employers, competitors, peers, vendors, the media, and the general public. We respect all opinions and support the right of free expression” (The Public Relations Society of America, 2010).   

This code of advocacy, honesty, expertise, independence, loyalty, and fairness says that it is our duty as public relations practitioners to not only support, but be obliged to the needs of the public and the organization, be not only truthful, but accurate, be responsible for what we know and how we use what we know, and practice fairly with all of the duties we perform.

The best approach for the ethical practice of public relations practitioners dealing with a crisis situation is offered by public relations theorists.  They “suggest that the most ethical way to practice public relations is to consider accommodating the needs of both organizations and their publics” (Cameron, Wilcox, Reber, & Shin, 2008, p. 205).  It is a challenge to balance the needs of both parties, although ethical boundaries should be a known standard that is adhered to in day to day operations.  One should not act on behalf of one at the expense of the other, this is obvious, but we need to remember that the “what-ifs” or gray areas are better approached with honesty and directness rather than avoidance.  Another example of unethical behavior that isn’t typically categorized as an ethics issue is when public relations practitioners or organizations neglect knowing their public.  In doing this they risk offending a culture, even country, damaging a relationship, and ultimately damaging the reputation of the organization.  Although not measured as an ethical issue, today, more care and consideration is required.  There is a higher standard expected of businesses in this day and age and it includes cultural awareness and sensitivity as it is an ethical responsibility of business professionals in all business fields.

The Growing Importance and Complexity of Ethics in Crisis Management

            We live in a rapidly changing world where technology has created a borderless world of business opportunities and risks.  “As business becomes more global, and the world becomes smaller, our clients are more likely to be affected by something that, at first glance, may not seem relevant or threatening” says Drew Miale, an account executive at Kemp Goldberg marketing and communications agency (Guiniven, 2005, p. 6).  Due to this growing complexity in the field of public relations, more attention and caution is required.  Today, a more in depth look at an organization’s public is necessary as well as a more sensitive approach to do the job in a manner that could be defined as ethical. 

            Ethics in public relations includes a need for compassion for the diverse cultures and communities our companies serve.  For example, when managing disease pandemics in other countries the ethical thing to do would be to consider the cultural practices of the community experiencing the crisis.  This may mean altering the execution of typical practices to accommodate a culture.  Not to mention, by cooperating with local customs, people of that culture may show more cooperation with your organization, further enabling you to execute the crisis plan versus hindering it with resistance from the families of those affected by a disease epidemic.  Organizations have an ethical obligation to the cultures of their publics even in a crisis situation where they are the agency assisting those publics in need.  For example, responding to such a hazardous disease-related crisis wearing white hazmat suits and burning the infected bodies without consulting the community would not be received well in a culture that views the color white as signifying evil or where funeral practices are sacred.  This type of disregard is dangerous and unprincipled.

            Ethical standards in the public relations profession have risen with advances in technology, communication developments, globalization, and due to sheer public demand for it.  This is a growing challenge for public relations practitioners due to the nature of crisis situations and the amount of information negotiated and communicated during such an event.  Crisis management requires research, organization and planning, communication, immediacy, and precise execution, guided above all by ethics.  Paul S. Forbes, chairman of The Forbes Group emphasizes the importance of ethics in the PR profession by saying: “Over the years, many people have failed to recognize the role of PR practitioners as the conscience of the organization.  To achieve this recognition, our ethical principles, as codified in the PRSA Code of Ethics, must drive everything we do” (Public Relations, 2009, p. 176).  Public relations practitioners should be the voice of the public within an organization, especially during a crisis situation.

References

Cameron, Glen, Wilcox, Dennis, Reber, Bryan, Shin, Jae-Hwa, & Reviews, Cram101. (2009).

            Outlines & highlights for public relations today. Allyn & Bacon.

Devin, R.M.  (2007, July). Rescuing PR's reputation. Communication World, 24(4), 34-36.

Retrieved July 6, 2010, from ABI/INFORM Global. (Document ID: 1301441231).

Dougherty, M. (2010, summer semester). Public Relations Practices & Promotional Writing,

 Computer Graphic Design 318. Class Lecture. Ashford University.

Guiniven, J.  (2005, December). Three lessons from 2005: Ethics tops the list. Public Relations

Tactics, 12(12), 6.  Retrieved July 03, 2010, from Research Library. (Document ID: 1148130271).

Public Relations Society of America's National Capital Chapter PRSA-NCC; Ethics in

Communications Challenged as News Demand Accelerates. (2009, September). Telecommunications Weekly, 176.  Retrieved July 2, 2010, from ProQuest Telecommunications. (Document ID: 1902965551).

Unger, H.  (2010, June 22). The right PR strategy for a crisis. The Atlanta Journal –

Constitution. p. A.7.  Retrieved July 08, 2010, from ProQuest Newsstand. (Document ID: 2063315171).

In The Shoes of a PR Professional

Abstract:  Representing XYZ Company as its Public Relations Director requires research into the organization itself, its environment and stakeholders, careful planning of goals and objectives that support the organization’s mission, and strategic communication to build lasting, mutually beneficial relationships with its stakeholders.  This planning will allow for the evaluation of the public relations plan so to measure its worth against the bottom line.

            I have been hired as the Public Relations Director for XYZ Company.  “Many organizations…are making a move away from the term ‘public relations’ towards ‘corporate communications management’ in the naming of their restructured public relations and public affairs departments” (Oliver 1).  I firmly agree with that move because the focus of my job as the Public Relations Director is to manage communication activities on behalf of the company in order to build and maintain relationships between XYZ Company and its publics.  The following describes nine contributions that are made by a public relations department:  Awareness and information, organizational motivation, issue anticipation, opportunity identification, crisis management, overcoming executive isolation, change agentry, social responsibility, and influencing public policy (3).  These nine contributions all rely on communication, although they are meaningless without direction.  My job will be to lead the strategy and action of the public relations team to ensure its goals have meaning.  “Public relations should have a purpose within the organization.  And this purpose should provide value for an organization” (2).  In order to establish a new public relations program that will have purpose and provide value for XYZ Company, I will need to get acquainted with the company, set public relations goals and objectives that support the organization’s mission, and build relationships through strategic communication with its stakeholders.   This method follows the basic steps of public relations which are easily remembered with the models RACE (research, action planning, communication, and evaluation) or ROPE (research, objectives, programming, and evaluation) (6).  As the new Public Relations Director for XYZ Company, I will begin the public relations planning process by doing research, starting from within the company for which I have been hired. 

            To get acquainted with XYZ Company I need to research its background, current goals and objectives, and get to know its environment.  I will accomplish this by reading about its history, reading its mission statement if there is one currently in existence, I will look at its annual reports, brochures, training manuals if any exist, policies that are currently in place, and talk to its employees at all organizational levels.  This is why it is necessary to know one’s organization and its publics so that you may develop a plan that facilitates understanding and generates support from the organization’s publics.         My next source of information on XYZ Company also comes from within the organization itself. 

            It is too often forgotten who a company’s greatest ambassadors are.  They are the employees, the legs on which a company stands.  “Engaged and loyal employees make a good company great.  They improve your company’s reputation with the general public and help bring in top talent” (Ruder Finn Inc).  Getting to know the organizational culture for which you represent is a valuable tool in determining the direction of your public relations plan.  The employees of XYZ Company offer great insight into the organization’s strengths, and weaknesses leading my PR team to potential opportunities for improvement or advancement.  Another resource in developing a public relations plan for XYZ Company is its communities.

            Hearing stories and obtaining feedback from the community in which XYZ Company is located, as well as the communities it serves with its products, is another step in getting acquainted with the company.   The community’s attitude toward, and interest in XYZ Company can be a determining factor in whether or not the organization continues to operate in that particular community, making it an essential part of public relations research.  Because “Very small forces, sometimes individuals, can stop very big ideas and projects” and because “People without credentials [can] have enormous credibility” it is essential to know where the community stands with regard to XYZ Company (Cohn).  Having thorough knowledge of XYZ as a business, its employees, and its community leaves me with one final area of research necessary before determining who the company’s stakeholders are and doing a SWOT analysis.

            I will also collect information on XYZ’s competitors.  Lain Maitland, author of the book Perfect PR, offers the following advice:  “Do consider your rivals-this information can prove invaluable to you during your PR activities…Try to recognize their strengths and weaknesses so far as customers are concerned; and how you can use these to your advantage” (Maitland 9).  Much can be learned with regard to one’s organization when they observe other organizations within the related industry.  It is not only valuable to learn from their mistakes, but to know their weaknesses and your own so that you may emphasize your assets in your public relations efforts.  Competitors may be evaluated with regard to their goods, services, location, facility they operate out of, marketing activities, advertising activities, and public relations tactics (Maitland).  Researching competitors does not stop at the particular industry that XYZ Company is in; research must extend outside of its market as well.  External influences must be determined, such as the current market, future markets, and regulatory organizations in order to foresee potential barriers, problems, and/or opportunities for the XYZ Company.  Now that I have familiarized myself with the company I represent and its environment, as the Public Relations Director of XYZ Company, I can move onto determining who the stakeholders of my organization are.

            An essential element of the public relations plan is determining who effects XYZ Company and who XYZ Company effects, these are its publics.  My job requires me to “develop a consistent corporate message (and tone) that appropriately reflects the organization in the way that organization wishes to be reflected” (Oliver 15).  This is not possible without a clear understanding of the organization itself, and its stakeholders.  Consistent communication does not mean communicating the same message to all audiences, which is why it is not only necessary, but crucial to identify and classify XYZ Company’s stakeholders.  “Public relations practitioners segment the general public into key publics with messages created to address their interests and concerns in communications styles appropriate to each particular public.  The key is to make sure that each message, no matter the target audience, is both easily understood and engaging” (17).  The stakeholders are among those people a public relations practitioner is responsible for building relationships with, making the gathering of information on them a crucial aspect of getting acquainted with XYZ Company as its new Public Relations Director.  Examples of the type of information gathered on those publics are as follows:  age, gender, income, consumer group, education level, and social typology.  There are many variables a Public Relations director must consider with regard to whom a company will target on the long list of those qualifying as stakeholders.

            Not all publics will hold an equal stake in the company.  “A successful organization must continuously establish understanding and support for its products, services and positions among those publics important to its welfare.  And you only get this by applying good public relations principles over time” (Cohn).  It is important to consider not only who has a stake in the company, but why they hold a stake in the company and how strong of one they hold.  “Knowledge of an organization’s publics as well as their stage of development can aid the public relation practitioner in developing the right strategies to build strong relationships…” (24-25).  As the Public Relations Director of XYZ Company it is vital that I know who the organization’s publics are and whether they are latent, aware, active, and/or apathetic.  Patricia Swann, in Cases in Public Relations Management, describes five types of publics in the following way;  1.) non publics, having no interest in an organization, 2.) latent publics, sharing a common interest with the organization, but unaware of what it is doing, 3.) aware publics, meaning the public shares a common interest and pays attention pays attention to the organization’s message, 4.) active, are publics who are interested and actively seeking information on their own, and lastly, 5.) an apathetic public, which is one that is aware, who knows what the organization does, but does nothing (24-25).  These five ways of classifying XYZ’s publics will help me determine what strategies will be formulated for communicating with XYZ’s stakeholders.  Target audiences can include anyone from the following: the media (print and/or broadcast), government, local community, customers, employees, suppliers, financial groups, owners, creative/artistic community, families, college students, sports enthusiasts, medical professionals, critics and pressure groups.  As the Public Relations Director for XYZ Company I have to know who I need to target so that I may communicate a consistent message to them that is framed uniquely and will cater to each different audiences’ need and perceived level of understanding of XYZ Company.

            The final step in getting acquainted with XYZ Company is to do a SWOT analysis on the organization.  “By examining an organization, its environment, and publics based on strengths, weaknesses, opportunities, and threats, a public relations practitioner will be able to develop goals and objectives that really matter” (22).  It is important to analyze any existing trends that can be seen with regard to the company.  This is accomplished by analyzing the products, and/or services offered by the organization as well as by analyzing future markets (22).  Analyzing the organization’s environment allows a public relations practitioner to develop focus for the efforts of its departments.  “Proactive public relations practitioners are constantly scanning their environment, listening to their publics, identifying issues of public concern, analyzing their organization’s actions, and seeking mutually beneficial solutions to problems” (27).  This aspect of the job of a Public Relations Director is continuous and ongoing.  Organizations are always changing and so is the environment that surrounds them, therefore, analyzing these areas of the organization must be performed frequently so that the aim of the public relations plan can be revisited when necessary and adjusted accordingly.  Now that we have determined who we are, who our stakeholders are, and what we as an organization want to accomplish we are ready to set the goals and objectives of our public relations plan. 

            Setting the goals and objectives of a public relations plan is a complex task crucial to measuring its success.  “The situation analysis, the directives of management (through corporate, business and marketing objective setting) and the needs of various departments within the organization combine to provide the basis for the PR department’s objectives” (Baines 107).   Goals may include any of the following: increase attendance or awareness, reputation management, relationship management, increase acceptance or favorability, become a household name, obtain local community involvement in an activity, clarify information on a matter, achieving national or international acknowledgement, or broaden the appeal of a product or service.  Regardless of what XYZ Company strives to achieve, its public relations program must not only include goals and objectives, but the tactics by which they will be completed, a budget, and a schedule for completing them.  Specifying the “who” or target audience, the what, when, where, why, how and how much in a public relations plan helps ensure that the plan remains focused, purposeful, executable, and measurable.  Without pre-determining these factors a plan’s effectiveness may waver. 

            Other factors that will influence the goals of XYZ Company are its mission statement, vision statement, and/or positioning statement, as they determine the direction of its goals.  Developing a mission statement that includes the organization’s purpose and philosophy will help the goals remain on point.  They are the foundation of an organization.  As the managing Director of Public Relations for XYZ Company I will use the mission statement as my guide in representing the company.  “Managers who manage strategically do so by balancing the mission of the organization-what it is, what it wants to be, and what it wants to do-with what the environment will allow or encourage it to do” (Grunig 119).  Strategy is the name of the game; a public relations plan cannot be executed without direction, and a plan of attack.  It is also necessary to evaluate the public relations plan, not only to ensure its effectiveness in reaching the goals and objectives that have been set in relation to the organization’s mission and current standing, but also to provide management with quantifiable results.  To maintain the support of XYZ’s management, it is crucial to remember the need to be able to show where the results of the public relations effort fits into the bottom line.  A PR program within an organization will find itself as strong as the relationships it builds for its company with the company’s stakeholders which is where strategic communication comes into play.

            Now that we have determined who XYZ Company is, who its stakeholders are and how we will go about setting its goals and objectives we are ready to build relationships through strategic communication activities.  Building and maintaining relationships and communicating on behalf of XYZ Company is the essence of representing XYZ Company as the Public Relations Director.  These relationships can be categorized into five areas of communication in which strategies are implemented: Community Relations, Employee Relations, Consumer Relations, Media Relations, and Crisis Communications. 

            Community relations is essential for the success of XYZ Company.   “There are some powerful relationship realities between various community groups and organizations…The citizens and groups that populate its geographic operating area are essential to its operation. The employees live in the community; they very likely grew up there. The company banks in the community. Municipal, county and state governments set the parameters by which the company can operate” and therefore the community deserves the attention and respect of the XYZ Company and it demands a great amount of care in communicating with it (Cohn).  I want XYZ Company to be considered a socially responsible member of the community, a “good neighbor,” whether that means sponsoring events, doing pro-bono work or cause-related marketing.  My plan will include research into and the monitoring of working conditions, compensation, hiring practices, as well as the economic and environmental impact XYZ Company has on the community.  These efforts will be made purposefully, acting alongside the goals and objectives of XYZ Company and the determined need of the community.  

            A public relations practitioner is also responsible for employee relations.  Developing organizational communication policies based on the organization’s goals, such as a code of ethics is an essential part of a quality and productive work environment.  Policy documents and training materials are necessary for sending a consistent message and building organizational support around public relations goals.  Helping to design and implement organizational change programs are also a necessary aspect of the job so that employees within the organization understand changes made and support those changes.  Employees are the heart and soul of the organization that a public relations director represents and, therefore, need careful consideration and attention.  This message, the importance of communications across the chain of command in an organization, is the job of the public relations team to send to management since management plays a significant role in influencing the organizational culture of XYZ Company.  Public Relations is not limited to employees, the job of employee relations within an organization extends to top management as well.  Now, to discuss a more obvious target for the communication activities of XYZ’s public relations team, we will examine consumer relations.

            Consumer relations is not only necessary when an organization needs to obtain feedback, resolve a conflict, or to target different types of consumers (since not all buyers buy for the same reason), but to build mutually beneficial, lasting relationships between the organization and the consumer.  “By paying attention to consumers’ needs and concerns, organizations can develop a long-term relationship resulting in repeat patronage and valuable word-of-mouth endorsements from the consumer sphere of influence” (152).  Consumer relations does not stop after the service or purchase .  Obtaining feedback from the consumer on the level of satisfaction created by a service or product is invaluable to a company’s success as well.  This knowledge would prompt me as the Director of Public Relations at XYZ Company to utilize the web, online reviews, satisfaction surveys, toll free numbers, or customer service representatives in order to seek out responses from consumers after their purchase.  Knowing their wants, needs, and concerns can also help you make adjustments to a product or service, or alter how a product or service is marketed to the public.  This is a good reminder that as the Public Relations Director of XYZ Company I am not only working with my public relations department, but also with the marketing department and human resources to ensure a consistent message is delivered to XYZ’s publics, and to ensure the organization’s departments compliment each other in their efforts on behalf of XYZ.   

            Media relations is another method I would utilize to send messages to XYZ Company’s publics.  “Media relations efforts involve product mentions in the news media to raise awareness.  Public relations practitioners pitch the product to reporters or editors with a news release/media kit or through personal contact…” (153 ).  I will be careful to remember that communicating with the media is not limited to submitting suggestions for stories to journalists and editors.  It is a working relationship that requires care, where trust and mutual respect must be established to maximize one’s media relations potential.  It is not as important how many stories are published or broadcasted.  It matters who they are published by or broadcasted to and how they will be received by their audiences.  A media must be chosen specifically for who they reach with their messages and how they will send them.  If a story is not read by the target audience of XYZ or it is not put across in the desired light then it may in fact do more harm then good. 

            Crisis communication encompasses all communication with all stakeholders in the event of a crisis.  As the Public Relations Director for XYZ Company I am responsible for identifying, prioritizing, coordinating, and managing communication activities during a crisis, putting the public first.  This includes preventative measures such as setting safety guidelines for products, asking what-if questions, conducting risk assessments, environmental scanning, the crafting of potential crisis scenarios, analyzing the nature of potential crisis, planning a response strategy, being accessible during a crisis, as well as assigning roles and responsibilities to those who would be involved in crisis management, and preparing assigned speakers or spokespersons to be the voice of the organization during the crisis.  “Careful thought must be put into the selection of the words and actions taken to address the crisis…an improper response will only compound the damage created by a crisis” (Ledingham 85).  To avoid further damage during a crisis situation, I, as the Public Relations Director for XYZ, would not only plan for potential crisis, but rehearse the execution of crisis response to ensure its efficiency, as well as make sure the plan is revised over time to ensure the longevity of its effectiveness.

            Public relations for XYZ Company begins with a philosophy, a purpose and/or mission.  That mission is then translated into goals and objectives.  The goals and objectives are set to not only provide direction but to make the results of the public relations plan measurable.  To assist in measuring the effectiveness of goals and objectives as well as to stay on track in accomplishing them, they are detailed by the tactics that will be used to accomplish them, a budget, and timeframe with which to complete them.  The tactics are geared toward targeting the specific audiences or publics that were predetermined to be significant to the company’s objective.  XYZ’s publics are targeted through strategic communication tactics so that the image of XYZ, reputation, and relationships are built on trust, are strong, consistent, and will have longevity.  All of this is done with careful consideration to the environment and community with which the business of XYZ is taking place.  As the Public Relations Director of XYZ Company I will revisit plans in order to ensure their effectiveness and validity over time.  Proactive public relations calls for constant monitoring of the environment, the active pursuit of feedback from stakeholders, active listening, and opinion soliciting to anticipate problems and opportunities for XYZ Company.

References

Baines, Paul, Egan, John, & Jefkins, Frank. (2004). Public relations. Butterworth-  Heinemann.

Cohn, M. (n.d.). The Importance of community relations. Retrieved from    http://www.evancarmichael.com/Public-Relations/216/The-Importance-of-      Community-    Relations.html  
Grunig, James. (1992). Excellence in public relations and communication    management.   Lawrence Erlbaum.

Ledingham, John, & Bruning, Stephen. (2001). Public relations as relationship management.        Lawrence Erlbaum.

Oliver, Sandra, Thomson, Stuart, & John, Steve. (2007). Public affairs in practice. Kogan Page Ltd.

Maitland, Iain. (1998). Perfect PR. The Book review. Thomson Learning Emea.

Ruder Finn Inc. (2009). Employee relations. Retrieved from            http://www.ruderfinn.com/corporate-public-trust/employee-relations.html

Swann, Patricia. (2008). Cases in Public Relations Management. New York: McGrawHill.