John Graham, chairman-CEO of Fleishman-Hillard Inc., who is
celebrating his 30th anniversary in public relations this year, was
named president-CEO of the firm in 1974 when it had just one office
in St. Louis.
Under Graham's leadership, Fleishman-Hillard has grown from
approximately 24 employees to more than 2,000 PR pros serving
clients from offices in 22 countries throughout North America,
Europe, Asia, Latin America, Australia, and South Africa.
Graham, who is past chairman of the Council of Public Relations
Firms and a member of Arthur W. Page Society, has worked in every
facet of PR: corporate strategy, investor relations, crisis,
employee relations, strategic media placement and general
counseling.
Although responsible for the overall operations of
Fleishman-Hillard, he remains active in planning and implementing
communications programs for a number of the group's largest
clients. PR NEWS recently caught up with Graham -- who has
personally counseled CEOs of many Fortune 100 firms -- to talk
about some of the challenges now facing senior PR execs.
PRN: What do you think have been some of the most
dramatic changes for PR in the last several years and how have PR
execs responded?
Graham: One of the most obvious changes has been the
ongoing globalization of the marketplace, as our clients
increasingly expect us to organize and align our teams to deliver
strong, consistent results in any part of the world. We're also
continuing to adapt to the impact of 24/7 online communications,
and the way this phenomenon has changed the marketing and news
media landscape. But I think the real challenge for PR executives
is to continue adapting to these changes without getting distracted
from the really critical things our clients need from us that
haven't changed. Things like clear, disciplined writing. Like the
obligation to apply our best thinking and analysis to our clients'
issues -- to offer them strategic insight and honest counsel,
especially when our advice includes things they don't want to
hear.
PRN: What's your take on the various efforts among the
various trade groups, particularly the PRSA, to grow and diversify
the industry? What kind of PR is the industry doing for PR?
Graham: The PRSA, as well as the Council of Public
Relations Firms, the Arthur W. Page Society and others are all
doing a good job of setting standards, building awareness, and
strengthening the business case for what we do. Going forward, I
think one of the best ways these groups can serve our profession is
by helping us find ways to become more ethnically diverse.
Based on the latest figures I've seen for the United States,
African Americans make up less than 5% of our profession, Hispanics
less than 3%, and Asians only 2%. We all have more work to do in
this area, especially in light of our clients' need to communicate
in an increasingly multicultural marketplace.
PRN: Debate swirls around the industry that in order for
PR to grow executives have to convince upper management that they
can provide ROI and match PR campaigns to the company's overall
business goals. Others say the chief function of PR execs should be
to "get ink" or, in other cases, to keep executives out of the
press. Where do you stand?
Graham: I happen to think that these days senior
management doesn't need as much convincing as they used to that PR
supports their business goals and has the potential to impact the
bottom line. I think the smart CEOs and their teams really get it
-- they understand that communications affects every discipline
within their organizations.
More than ever before, they know they need clear and effective
communications. So, I think to a large degree we have earned the
"place at the table" we've talked about for so long. The challenge
- for agencies as well as for corporate staffs - is to keep that
place at the table by delivering programs that really do impact
performance and drive business results.
PRN: What long-term effect do you think the corporate
scandals of the last few years will have on the role of senior PR
execs?
Graham: The scandals we've witnessed over the past
several years have actually made clients more open than ever to
[PR] advice by reinforcing the critical role reputation plays in a
company's success. And they've brought home just how quickly that
success can evaporate if you break your bond of trust with your
customers, your employees, your investors. That creates a great
opportunity for us, because so much of what we do is all about
strengthening and protecting reputation, and reinforcing the trust
and loyalty of key stakeholders by building and maintaining strong
relationships with them.
Contact: [email protected]