Few PR executives ever rise to the top spot in their companies. One PR veteran who has, however, is Bob Harlan, president and CEO of the Green Bay Packers football team in Green Bay, Wis.
Harlan has been with the Packers --who are enjoying one of their best seasons in decades -- since 1971, when he joined as assistant general manager. Over the past 25 years, he has had a number of positions with the football team, including running ticket operations, handling facilities, and leading the organization's PR and marketing efforts.
Before that, he had been sports information director at Marquette University, Milwaukee, and spent five years with the St. Louis Cardinals baseball team as director of community relations and then director of PR.
One of his sons is continuing in his footsteps: Bryan Harlan is director of public relations for the Chicago Bears football team.
We spoke with Harlan about 10 days ago when the Packers were about to take a week off after winning six games and losing only one so far in the 1996 season. (Green Bay Packers, 414/496-5700)
PRN: What led you into PR?
Harlan:
I'm from Des Moines, Iowa. I graduated from Marquette University with a degree in journalism and the intent of being a sports writer. I wanted to get back to Des Moines and work for the Des Moines Register.
I worked for about eight months at United Press International in Milwaukee. Then I went back to Marquette as sports information director. Once I got into the public relations work at Marquette, I enjoyed it very much. Then I gave up the newspaper business.
PRN: How has your public relations experience been valuable in your time at the helm of the Packers?
Harlan:
I hope among my strengths are my PR and marketing talents.
I don't pretend to be brilliant with numbers. We have a seven-
person executive committee that operates as a board of directors --
it includes two bank presidents.
I would like to think my PR talents are beneficial. For example, I answer my own phone calls and spend time with the fans.
There are a lot of things we've done that required [PR], such as our recent move out of Milwaukee.
PRN: Can you tell me about the decision to stop playing a portion of your schedule in Milwaukee?
Harlan:
We kept waiting for a new stadium to be built in Milwaukee.
Our financial people felt we had [lost] about $15 million by
playing four games each season in Milwaukee. Finally, we had to
make a move out of Milwaukee...[and] move all of our games to
Green Bay [which is about 2 hours from Milwaukee].
We announced the move in October 1994, and mved at the end of the 1994 season.
It required some public relations background to give consideration to people [in Milwaukee]. It was my judgment that we couldn't [be successful] unless we brought the Milwaukee fans with us.
We had played part of our home schedule since the 1930s in Milwaukee. My feeling was, the fans that supported us in Milwaukee, probably their parents and grandparents kept this team alive.
The thought at the time from our ticket director was that we could sell out in Green Bay. [Dropping the Milwaukee season ticket holders] I thought it would be the biggest PR blunder we could make. [We proposed] that Milwaukee ticket holders get one pre-s eason ticket and two regular season tickets, while Green Bay ticket holders would get one pre-season ticket and six regular-season tickets.
When we did move, 97 percent of them [Milwaukee season-ticket holders] did take the package.
PRN: What do you expect of you public relations staff?
Harlan:
We've got a very experienced PR staff. The PR director has
been with us for 24 years, and has two young assistants.
I hire good people for all departments, and get out of their way. I let them do the job. I may pass along my thoughts ahead of time, but I don't want to be a pest. I meet with them weekly, and my door is open all the time.
PRN: What do you look for when hiring PR staff?
Harlan:
We're in a very people-oriented business. I think every department that deals on the phone or with fans in any manner has to be very people-conscious.
One of the strongest skills, which to me is more important than grade-point average or where a person went to school, is to be a good communicator. It's a high priority for us to have.