In this week's Colleague To Colleague, Healthcare PR & Marketing News discusses downsizing and the effects on PR staff. Michael Turner, director of public relations at the Jewish Home for the Aging of Los Angeles (JHALA), which cut its staff by 10 percent, shared some survival tips.
HPRMN: Last year, the Jewish Home for the Aging of Los Angeles underwent a major restructuring with more than 60 positions being cut from your staff, how did you deal with it?
Turner: We found that we were $3 million in debt and had to dip into our endowment in order to survive. I lost my assistant and boss, our new COO decided that she wanted to bring the organization into an era of accountability and responsibility.
Although I was concerned about my job security, I knew that I needed to be a strong advocate of the PR department and explain to her what I do and how I contribute to the bottom line.
HPRMN: What did you learn about your organization?
Turner: Organizations are very fluid. PR executives need to be prepared to make immediate course corrections and adapt to an ever changing work environment.
What was an accepted practice yesterday, may not be accepted tomorrow. You need to understand the political winds, what direction they are blowing from and who is controlling them.
When new senior management staff came on board, I approached them with an open mind. I gained an understanding of their philosophy, work ethic and method of operation.
HPRMN: When you met with the COO, you convinced her to keep you on --what are your tips?
Turner: In today's era of corporate restructuring, job security is no longer guaranteed. To improve chances of survival you need to be agile and adaptive.
Every company is looking for someone who is versatile and willing to accept new challenges and risks.
Even if you lack the required skills to execute the project don't yield to the temptation to say NO. Take a moment to reflect and do a bit of research.
Contact other PR/marketing professionals for their advice and suggestions; seek out potential vendors for information; secure periodicals and instructional tapes from professional associations; scour the library or surf the net. With a little digging you'll find whatever you need to succeed with the project.
HPRMN: Visibility is important, but how do you keep visible while dealing with all of the work you have?
Turner: "Out of sight, out of mind" is a recipe for disaster. You need to be a household word among all of your constituents. You should be readily recognized and known from top to bottom _ from the CEO to the maintenance person.
Visibility increases the importance and credibility of the public relations function. It is also the way you create an information pipeline.
As a PR person you need to have your hand on the organization's pulse. You need to be aware of the latest rumors, facts and other tidbits which circulate throughout your company.
HPRMN: Many PR people feel they need to be available always, is it necessary?
Turner: You don't need to be on the job 24 hours a day. But you need to set priorities and be prepared when important events take place. When a decision needs input from public relations you want to be sure that you are accessible to provide the appropriate counsel.
When a major organizational change appears on the horizon it is usually too late to begin incorporating these principles into your job. By then your work ethic, attitude and philosophy have been carved in stone and mostly likely so has your fate.
(Michael Turner, 818/774-3000)