The arrival of a new year is a time when many PR pros take stock of where they are in their careers and within their organizations, and where they want to be. For many, it’s a question of personal development and how they can make themselves and their expertise known higher up in the organizational food chain. For others it’s making PR part of the business discussion—getting into the inner circle.
In any case, making yourself and what you do relevant and vital to key internal influencers is not just central to moving up in an organization—these days it’s central to survival. Whether it’s getting into the C-suite or just learning the techniques to be heard by management, now is the time to think about how to build your way into important groups of influence within your organization.
And it is a building process, says Jim Lukaszewski, founder and CEO of The Lukaszewski Group, a communications consultancy based in White Plains, N.Y. Becoming a “trusted strategic adviser,” as Lukaszewski terms it, requires serious study of management and some work and reflection on your part.
MEDIA BARRED
A big key to getting heard is thinking strategically in terms of overall business objectives. That requires looking at the big picture, not just focusing on your own department. Having consulted with just about every functional group within an organization and being a PR pro himself, Lukaszewski cites communicators as the group most likely to miss the big picture.
“It’s tough for PR professionals to move away from media and think more strategically about the business,” Lukaszewski says. That, he continues, hurts PR pros’ reputations as advisers. “We’re the first responders to a crisis when it involves the media, but the last people to raise our voice to upper management. Where was PR when the financial crisis hit and companies made mistakes left and right in response to it?” he asks.
KNOW YOUR LEADER
This makes it even more important for PR practitioners to study their leaders. Learn how leaders in general (and yours in particular) operate. “You need to understand what they are trying to accomplish, what motivates them, the problems they face, how they think and make decisions and, most important, how they achieve success,” says Lukaszewski.
A good place to start: Develop a managerial mind-set by reading publications popular with executives like the Harvard Business Review, Sloan Management Review, The Wall Street Journal and Fortune. Also keep in mind the reasons why top executives get fired. These are some prevalent reasons culled from major business publications:
• Performance: Failure to deliver on what they promised when they got the job.
• Over-optimism: Executives tend to be optimistic when describing their progress, obstacles faced or organizational weaknesses.
• People problems: Failure to put the right people in the right positions.
• Distractions: Too many outside roles and commitments take away focus.
• Stuck in the mud: Nothing happening, no progress and high employee turnover. This sometimes happens to even the best executives if they enter an unfamiliar business environment.
By understanding these points, you can play to these weaknesses.
TRUST IN ME
Learning the ins and outs of “executivedom” is one thing, becoming a “trusted” adviser is another. This is where self-reflection comes into play.
“It starts with the approach you take when interacting with others,” says Ken Koprowski, principal and lead consultant at Stamford, CT-based Koprowski Communications. “The most effective advisers are people that executives want to spend time with.” Are you that type of person? Be honest with yourself.
Koprowksi, who has handled communications within the inner circle for a number of top business leaders, including CEOs Sandy Weill and Jamie Dimon, says a personal relationship is key— one in which you’ll be high up on the boss’ list. “You want to be sought out and at the same time be able to offer an opinion before it’s solicited,” says Koprowski. “You need to be able to say to the executive, ‘We need to do this and here’s why.’”
How do you develop this trust? Lukaszewski lists five crucial qualities:
1. Candor: Truth with an attitude; truth with an insightful and honest perspective.
2. Credibility: Your past behavior, track record and accomplishments all make you credible.
3. Competence: The ability to apply special knowledge, experience and insight to resolve problems and get results.
4. Integrity: The personal, organizational or institutional inclination to do the right or most appropriate thing.
5. Loyalty: Willingness to go anywhere, do most anything, follow the lead given and speak up for someone and his or her beliefs.
BE THE TABLE
Often “how to be heard” discussions begin with, “How can I get a seat at the table?”
Usually this means the table in the executive conference room, but it could also be a fruitful interaction with your midlevel boss. In any case, it all comes back to talking strategically and with an overall business voice, says Koprowski.
“You don’t just want a seat at the table, you want to participate at the table,” he says.
Participating means providing the boss with information he or she can use to make an informed decision, and more. “Not only are you a trusted strategic adviser,” says Koprowski, “but you’re also a counselor, cheerleader and an advocate for protecting and defending the business.”
Lukaszewski sees it a little differently. He says the table concept is a myth. “If you want to be at the table, you have to bring the table with you—you are the table,” he says. “You need to bring your expertise, insight, wisdom, loyalty and commitment into play.”
STRATEGIC = GROWTH
Discounting the word “strategic” as a cliché, Koprowski measures an adviser’s effectiveness on the basis of business growth. “The value of an adviser is to help define, create and execute on strategy that grows the business,” he says. “At the same time, the adviser must keep an eye on the horizon for issues that could obstruct growth of the business.” PRN
CONTACT:
Jim Lukaszewski, [email protected]; Ken Koprowski, [email protected].