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P R20 P R o f i l e s 
o f S u c c e s s 
S t o r i e s o f E m e r g i n g L e a d e r s i n P u b l i c R e l a t i o n ...
P R o f i l e s 
P R 
o f S u c c e s s 
S t o r i e s o f E m e r g i n g L e a d e r s i n 
P u b l i c R e l a t i o n ...
Table of Contents 
I. Preface ...............................................................................................
Christopher (Chris) Finnegan 
Vice President, Communications, Discovery Communications, LLC ..........69 
Megan Frank 
Vic...
Bari Watson 
Director of Athletic Marketing and External Affairs, Belmont University ...157 
Rebecca Winter 
Corporate Dir...
Preface 
page 6 
The development of excellent leaders in public relations is important to the success 
of the organization...
the 20 professionals, collected additional biographical data and wrote 
the 2,500-word chapters. They also analyzed the in...
Introduction 
A Brief Letter to the Readers: 
page 8 
This book depicts some of the characteristics and qualities of 20 yo...
who recognized their talents. 
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M o v i n g L e a d e r s h i p F o r w a r d 
Shannelle 
Armstrong 
Manager, U.S. Communications, 
Shannelle Armstrong su...
M o v i n g L e a d e r s h i p F o r w a r d 
page 14 
sold her home without telling 
anyone. Finally, about 20 or 
so da...
M o v i n g L e a d e r s h i p F o r w a r d 
Most visited websites: 
-PerezHilton.com, MediaBistro.com, 
Yahoo.com, Bank...
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her leadership style. The key 
to success ...
M o v i n g L e a d e r s h i p F o r w a r d 
page 17 
with anger and frustrations, “Carrying 
around anger is like [carr...
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page 18 
describe her, Armstrong said, 
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C o n s i s t e n t i n C o n s i s t e n c y 
Digital Practice Leader, GolinHarris 
Retain your foundation. That is the 
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C o n s i s t e n t i n C o n s i s t e n c y 
Another fundamental belief of 
his professional work resonates 
in that cle...
C o n s i s t e n t i n C o n s i s t e n c y 
Favorite travel destination: 
-Western coast of Italy or Bavaria 
page 31 
...
C o n s i s t e n t i n C o n s i s t e n c y 
As a company McDonald’s has 
done many of good things over 
the years for t...
C o n s i s t e n t i n C o n s i s t e n c y 
page 33 
program getting approved or dismissed.” 
The ability to build coal...
C o n s i s t e n t i n C o n s i s t e n c y 
page 34 
niche for myself in the digital 
and social media world when 
abou...
C o n s i s t e n t i n C o n s i s t e n c y 
page 35 
Beringer displays it on a personal level, 
believes curiosity must...
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I t ’ s A l l A b o u t I n t e g r i t y 
Robert 
Christie 
Vice President of Communications, 
Dow Jones  Company 
Robert...
I t ’ s A l l A b o u t I n t e g r i t y 
r e lat ions p r a c t i t i o n e r, 
Christie landed positions at 
powerhouse...
I t ’ s A l l A b o u t I n t e g r i t y 
Interesting fact: 
-He went to college on a football 
scholarship 
page 47 
He ...
I t ’ s A l l A b o u t I n t e g r i t y 
The fax machine was how 
people communicated-- 
I haven’t used a fax machine 
i...
I t ’ s A l l A b o u t I n t e g r i t y 
page 49 
from the mistakes of peers and mentors. 
The ability to learn from per...
I t ’ s A l l A b o u t I n t e g r i t y 
page 50 
as the one value at the core of 
his professional practice. 
“I never ...
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PRofiles of Success: Stories of Emerging Leaders in Public Relations is an online book profiling 20 emerging leaders in public relations. The book was sponsored by Heyman Associates, Inc., and produced by graduate students in the advertising and public relations department at The University of Alabama.

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Profiles of Emerging Leaders

  1. 1. P R20 P R o f i l e s o f S u c c e s s S t o r i e s o f E m e r g i n g L e a d e r s i n P u b l i c R e l a t i o n s
  2. 2. P R o f i l e s P R o f S u c c e s s S t o r i e s o f E m e r g i n g L e a d e r s i n P u b l i c R e l a t i o n s Sponsored by Heyman Associates, Inc. and produced by Graduate Students in the Advertising & Public Relations Department, University of Alabama, Editor: Bruce K. Berger, Ph.D. Designers: Kelly E. Backus, Breeanna C. Beckham, Blaire E. Boswell, Richard A. Rush Jr. & Elizabeth W. Toups University of Alabama 2008
  3. 3. Table of Contents I. Preface .............................................................................................................6 II. Introduction .....................................................................................................8 ,,,3URÀOHVRI3URIHVVLRQDOV Shannelle Armstrong Manager, U.S. Communications, McDonald’s Corporation ..............13 Fred Bateman President and Founder, The Bateman Group ......................................21 Jeffrey (Jeff) Beringer Senior Vice President, Digital Practice Leader, GolinHarris ................29 Shonali Burke Vice President, Media and Communications, American Society for the Prevention of Cruelty to Animals ..............................................37 Robert (Bob) Christie Vice President, Communications, Dow Jones Company ..............45 Howard Clabo Manager, Media Relations, FedEx Services .........................................53 Liliana Esposito Senior Vice President, Mercury Public Affairs........................................61
  4. 4. Christopher (Chris) Finnegan Vice President, Communications, Discovery Communications, LLC ..........69 Megan Frank Vice President and Director, Public Relations, Allianz Global Investors ......77 Andrew (Andy) Hilton Director of Public Relations, ITT Corporation ..................................................85 Brian Hoyt Vice President, Corporate Communications Government Affairs, Orbitz ..................................................................................................................93 Thomas (Tucker) McNeil Director, Leadership Communications, MeadWestvaco Corporation .....101 Sreejit Mohan Director, Public Policy and Communications, Bayer HealthCare Pharmaceuticals .............................................................................................109 Nick Ragone Senior Vice President and Director of Client Development, Ketchum .....117 Romina Rosado Managing Director, Europe, The NewsMarket .............................................125 Kash Shaikh Marketing and External Relations Manager, Proctor Gamble ...............133 Stacy Simpson 9LFH3UHVLGHQWRPPXQLFDWLRQV2IÀFH,QWHU$FWLYHRUS David Warschawski Founder and CEO, warschawski ...................................................................149
  5. 5. Bari Watson Director of Athletic Marketing and External Affairs, Belmont University ...157 Rebecca Winter Corporate Director of Brand Communications, JCPenney Company, Inc. ................................................................................................165 IV. Principles of Professional Leadership .................................................................173 A. Themes of Leadership ................................................................................174 1. Leading by Example 2. Learning from Mentors 3. Keeping Public Relations Relevant B. Characteristics of Leaders .........................................................................179 1. Creativity 2. Integrity 3. Passion 4. Motivational Abilities 5. Fundamental Skills 6. Diverse Backgrounds
  6. 6. Preface page 6 The development of excellent leaders in public relations is important to the success of the organizations they serve and to the future and reputation of the profession. In a recent national survey, public relations practitioners said that strong role models--in the ZRUNSODFHFODVVURRPKRPHRUHOVHZKHUHH[HUWHGWKHJUHDWHVWLQÁXHQFHRQWKHLURZQ leadership values, practices and beliefs. Role models, then, represent a potentially rich source of leadership insights and development for public relations students and young professionals. This book is rooted in that possibility. We tell the stories of 20 women and men, ages ZKRDUHVXFFHVVIXODQGHPHUJLQJOHDGHUVLQWKHÀHOG7KHDUHDGLYHUVHJURXS who work in a variety of organizations and public relations practice arenas. They were selected based on awards or recognition they have received, or the recommendations of leaders in the practice. Though they represent just a few of the many success stories in public relations, we wanted to try to “bring them life” so that other young professionals and VWXGHQWVPLJKWEHQHÀWIURPWKHLUH[SHULHQFHVLQVLJKWVDQGSDVVLRQIRUWKHSURIHVVLRQ The book was researched, designed, written and produced by public relations and advertising graduate students as a class project at the University of Alabama. The students read and discussed articles and books about leadership, developed an interview guide, conducted and recorded 60-minute interviews with
  7. 7. the 20 professionals, collected additional biographical data and wrote the 2,500-word chapters. They also analyzed the interview transcripts to determine whether the professionals shared similar perceptions and insights about success and leadership. This analysis is summarized in the last section of the book. To the 20 professionals who gave so generously of their time, insights and encouragement in these interviews, thank you. One quality shared by many excellent professionals is “giving back,” and you have demonstrated that quality. To the students who participated in the class project, thank you. I’m extremely proud of your individual and collective accomplishments this semester. This book is testament to your dedication, energy, skills and aspirations. To student and professional readers of this book, we hope these stories will inspire page 7 and encourage you. Bruce K. Berger, Ph.D. Professor of the APR 592 Graduate Project Course April 2008
  8. 8. Introduction A Brief Letter to the Readers: page 8 This book depicts some of the characteristics and qualities of 20 young, successful OHDGHUVLQWKHSXEOLFUHODWLRQVÀHOGESUHVHQWLQJWKHLUVWRULHVWKDWZHUHJHQHUDWHGIURP in-depth interviews conducted by advertising and public relations graduate students at the University of Alabama. The interviews were then analyzed for common themes or patterns regarding professional skills, values and experiences. We hope that these stories ZLOOLQVSLUHRWKHUVLQWKHÀHOG ´3URÀOHVRI6XFFHVVµUHVXOWHGIURPDSDUWQHUVKLSEHWZHHQEXVLQHVVDQGDFDGHPLD when Heyman Associates of New York and Dr. Bruce Berger of the University of Alabama agreed to work in conjunction to develop a deeper understanding of leadership in public relations. Dr. Berger and CEO of Heyman Associates, Bill Heyman, sought to understand how leadership plays a role in the practices of both the individual professional and the public relations industry as a whole. Dr. Berger’s graduate students were given the opportunity to assist in developing this insight by interviewing 20 young, emerging public UHODWLRQVOHDGHUV7KRVHLQGLYLGXDOVSURÀOHGLQWKHERRNZHUHVHOHFWHGE+HPDQ Associates based on their previous honors and accomplishments in public relations, as well as through recommendations by seasoned professionals
  9. 9. who recognized their talents. ´3URÀOHVRI6XFFHVVµVWULYHVWRH[SDQGXSRQWKHNQRZOHGJHRIOHDGHUVKLS DQG LWV UROH LQ WKH SXEOLF UHODWLRQV ÀHOG 7KLV ERRN JRHV EHRQG GHSLFWLQJ WKH key characteristics and themes of excellent leadership in public relations; it provides students and young professionals with 20 potential role models for success. Regardless RI RQH·V GHJUHH RI H[SHULHQFH LQ WKH ÀHOG WKLV ERRN RIIHUV D IUHVK SHUVSHFWLYH RQ D WLPHOHVVVXEMHFWLQDQDWWHPSWWRLGHQWLIDQGSURPRWHWKRVHSUDFWLFHVWKDWEHQHÀWWKH profession through quality leadership. On behalf of all the advertising and public relations graduate students at the University of Alabama, the editorial team would like to thank Heyman Associates for supporting us through this endeavor and giving us the opportunity to work on an important research project. In particular, we would like to thank Bill Heyman and Dr. Berger for entrusting us with the responsibility of producing this book. The process served as an exceptional learning experience, in that for an entire semester we were immersed in discussing and analyzing leadership skills, which in turn enabled leadership qualities to be embraced and evolved within our own skill sets. Embarking into the professional world with the knowledge developed from this experience will no doubt enhance our capabilities in our individual careers. As a result of this experience, we have developed a more thorough understanding RIZKDWFKDUDFWHULVWLFVPDNHDOHDGHUDQGWKHLULPSOLFDWLRQVLQWKHSXEOLFUHODWLRQVÀHOG The magnitude of leadership in public relations rests solely upon the individual shoulders page 9
  10. 10. RIHDFKSUDFWLWLRQHUEXWWKLVERRNDWWHPSWVWRH[HPSOLIOHDGHUVKLSDWWULEXWHVLQSURÀOHV that tell the story of those already having chosen to carry that responsibility. These 20 public relations professionals have given us an example on which we can model our futures as professionals. Our hope for others is that, by reading these chapters, some lessons in leadership are learned. The Editorial Team: page 10 Shannon E. Creamer Meredith B. Hall Bessie H. Lapeyrouse Abby R. Orr Melissa R. Tauscher
  11. 11. M o v i n g L e a d e r s h i p F o r w a r d Shannelle Armstrong Manager, U.S. Communications, Shannelle Armstrong sure stands out. Perhaps her height helps her stand out: she is 5’11 and wears high heels. Perhaps it is her manners and quick wit. Or perhaps, it is some intrinsic force coming from within. But as the manager of U.S. communications for McDonald’s Corporation, Shannelle Armstrong does stand out, and she helps to keep the politics of public relations leadership moving forward. Armstrong began her professional car-eer in politics, working for a think-tank in Washington and later for the Democratic National Party, on the Gore/Lieberman Presidential Campaign. Coming from a family of “politicals” and academics, Armstrong said that she never saw herself as becoming a part of the business world. In fact, she said, “If someone would have told me that in college, I would have been like ‘You are Mad!,’ I am going to be the McDonald’s Corporation president of the United States.” Perhaps it was this strong focus on public service that DOORZHG$UPVWURQJWRH[FHOZLWKLQWKHÀHOG of public relations. While Armstrong has not become President of the United States, at least not yet, she has certainly served as a leader in other avenues. 9/ 11 also seems to have been a turning point for Armstrong. “After 9/11, it just changed a lot of us. I mean, I was in D.C. DQGLWZDVYHUGLIÀFXOWZKHQRXVDZWKH hummers go up Pennsylvania Avenue and armed soldiers in the street. I think the word ¶GLIÀFXOW· GRHVQ·W HYHQ HQFDSVXODWH KRZ huge and monumental[ly] that affected all of us.” After the startling effects of 9/11, Armstrong decided to follow her dreams to live in a big city, and Chicago was where she set her sights. Determined to not be discouraged by others, she packed up and page 13
  12. 12. M o v i n g L e a d e r s h i p F o r w a r d page 14 sold her home without telling anyone. Finally, about 20 or so days before the move, she let people know that she was going. And so she moved to Chicago, never looking back, and entered the public UHODWLRQVÀHOGVRWKDWVKHFRXOG´VSHDNIRU those who can’t speak for themselves… making what you do with your leadership capacities worthwhile.” Armstrong says the tipping point in her career came when she worked on her ÀUVW ELJ DFFRXQW IRU 6FKLHIÁLQ 6RPHUVHW and helped re-launch Moet and Chandon. “I think there is where I really took off bec-ause, you know, I sta-rted to understand “People want to do business with people that they like. Who they trust. But how do you get there if you don’t have a sense of compassion, vulnerability and transparency?” prof i tability,” sai d Armstrong. “I started to understand that PR is really a driver of sales and really started to understand that this is an initiative and not a party. People use it to gain visibility, increase awareness for products or services, and there has to be some return on investment.” [Showing Up] Leadership does not come from a single dimension, as Armstrong proves. One of her greatest leadership roles has been serving as a mentor, outside of the professional arena. Working with young women from ninth to twelfth grade, in a program sponsored by her sorority, called Del-Teens, Armstrong said, “It was the ÀUVW WLPH , XQGHUVWRRG KRZ SRZHUIXO RXU presence can be to another person.” Developing relationships appears to be a benchmark trait for Armstrong. Through mentoring these young girls, she served as a role model but also claims that she was inspired by them. “I was so humbled by what they got from our relationship,” Armstrong said. “And by their fear for what the world had for them, and their openness and vulnerability to their fear. And they were not impressed with me because I worked here, I worked there, I had these degrees…they were more impressed and more enamored with me because I cared about them and that I showed up. And I showed up 100 percent. I showed up looking like someone that they should be. You don’t need to be me, but you need to understand that you need to show up completely and that everything you do says something about you.” Armstrong feels that people need to be true to themselves and they need to be proud of their work. “Be committed to being you,” said Armstrong. And be proud of the work that you are putting out into the world. “If my name is going on it,”
  13. 13. M o v i n g L e a d e r s h i p F o r w a r d Most visited websites: -PerezHilton.com, MediaBistro.com, Yahoo.com, BankofAmerica.com, CNN.com, MSNBC.com Interesting fact: -In college, she was voted (informally) most likely to become WKHÀUVWZRPDQRUEODFNSUHVLGHQW page 15 Armstrong said, “and it is going to be put in lights, camera, print, you [know], it’s got to be something that is realistic, truthful. It’s got to be honest, collaborative. It’s got to be a number of things to make it a project.” Armstrong believes that public relations practitioners offer real value to other executives. Times of challenge and crisis are times when public relations practitioners can truly shine. “You walk in with a sense of leadership and calm to a crisis situation or celebratory event…you are weighted, you are calm,” said Armstrong. As a leader within an organization, people will look to you for answers and as a source of knowledge for how to handle situations. “To be a leader in situations that are most trying is also about having a sense of emotional maturity,” she said. “Being strategic, but also understanding when a tactic is necessary.” Although communicators are often a source of knowledge to their publics, Armstrong said that there is room for LPSURYHPHQW ´, ÀQG DV D ZKROH DPRQJ communicators, that some, not all, focus on PR in a vacuum,” she said. “They don’t focus on advertising, they don’t focus on if you were in a retail environment, what your stores are looking at, they focus only on what they do. If you don’t understand all the P’s of marketing, then you are focused in a very narrow way. And if you understand how the marketing machine Fun Facts: Three things never without: -My iPhone, Mont Blanc- Greta *DUERSHQ %ODFNEHUU Dream job as kid: -To be president of the U.S. works, that generates growth for your organization, you become much more of a leader, because it is not just a focus on we need this story placed, it is ‘Hey,’ this is when communications need to solve a business problem, and this is where communic-ations needs to solve a communications challenge.” To be a strong communicator and leader, Armstrong said, one should be “able to discern the two of them.” The fours P’s of marketing seem to be ingrained into Armstrong’s mind-set. She offers two more: a ‘P’ for passion, and a ‘P’ for people. People and relationships are important to Armstrong, and
  14. 14. M o v i n g L e a d e r s h i p F o r w a r d WKH FXOWLYDWLRQ RI WKHVH UHÁHFW her leadership style. The key to success is when, “You have people that are passionately committed…they feel they are valued, rewarded, respected and they are compensated. When people are committed to the business, you create an environment where people feel like they are all in it to win, together,” said Armstrong. These relationships are the building blocks for success. “People want to do business with people that they like, and who they trust. But how do you get there if you don’t have a sense of compassion, vulnerability and transparency?” [The Personal Touch] $UPVWURQJ DOVR ÀUPO believes in manners and the cultivation of relationships. “I think that the relationships ZLWK SHRSOH RX KDYH UHDOO GHÀQH ZKR you are. Because who you choose to put LQ RXU FLUFOH UHÁHFWV EDFN RQ ZKR RX are.” Compassion is also important. “There is compassion in everything that we do.” Having an inner circle or “truth commission,” as she put it, allows individuals to get real feedback and advice about behaviors, challenges and issues they are trying to manage and build relationships. Armstrong said that Terrie Williams, of the Terrie Williams Agency, is one of the ELJJHVW LQÁXHQFHV RQ KHU SURIHVVLRQDO FDUHHU :LOOLDPV JDYH $UPVWURQJ KHU ÀUVW job, but also helped Armstrong to be true to herself. Williams book, The Personal Touch, also helped to shape personal and professional relationships for Armstrong. “Her book focused on you being you,” Armstrong said, “but also remembering those things that you were taught growing up -- manners, politeness, looking people in the eye, returning calls when you say you will, acknowledging people in conversation, listening and not talking over others, all of these things. It is all about the personal touch. And I have found that these things, throughout my life and career, have surfaced in every area.” [Moving it Forward] New challenges always loom on the horizon in WKH FRPPXQLFDWLRQV ÀHOG EXW $UPVWURQJ has a saying for overcoming these issues: “You just got to ‘move it forward’.” Moving forward past challenges and mistakes is key to being a leader, she said. “The EHVWLVZKHQ,IDOOKHDGÀUVWEHFDXVHWKHQ you get up,” she said. Working through the mistakes and challenges is when true leadership shines through. When troubles arise, Armstrong said that you need to stand up for what you believe in, stand ÀUPDQGQRPDWWHUZKDWPRYHIRUZDUG “Moving it forward” seems to a favorite mantra for Armstrong and applies to every aspect of her life. Full of wit and quips, Armstrong offered this analogy on dealing page 16 “You don’t get credit for wanting the right answer.”
  15. 15. M o v i n g L e a d e r s h i p F o r w a r d page 17 with anger and frustrations, “Carrying around anger is like [carrying around] hot rocks; you are the only one who will get burned.” When confronting a major problem or challenge, leaders set the benchmark for the team’s response. True leaders should have the emotional maturity to let go of things, and move forward. Leadership is something that Armstrong feels passionately about. “I don’t think that you can teach leadership,” she said. “I am of the school of thought that leadership is inherent, because if leadership was taught, that is kind of like calculus. This is the way to do it. That is not your leadership. That is somebody else’s leadership style you ha-ve “Carrying around anger is like [carrying around] hot rocks; you are the only one who will get burned.” adopted. So I believe that leadership is intrinsic, it is organic, you either have it or you don’t. When you walk into a room are you trying to meet people or cuddle in a corner? Can you speak truth to power? Can you take the criticism and keep it moving? I mean those are the real signs of leadership.” [The ‘It Factor’] But Armstrong believes there is something more in leadership, too. She calls it the “It Factor.” “The ‘It Factor’ is when you walk into a room does someone say, ‘Who is that? Who are you?’ It is that ‘It Factor’ that comes in. And so some people have it and some people don’t. And I think to truly be a leader, you have to have an ‘It Factor.’ When you walk into DURRPVRPHERGLVJRLQJWRÁRDWWRRX somebody wants to meet you.” When asked what future public relations practitioners should be working on to be successful, Armstrong said, “You got to be a triple threat in the industry. A triple threat is that you know strategy, what it takes to get it done; you understand the tactical execution, and the nuts and bolts to a ‘T’; and then creativity. Creativity breaks through the clutter, engages your consumers and eng-ages your audiences internally. You need to be a triple threat. Don’t just be a one horse pony and focus on only one thing.” She added that practitioners need to further develop their own skill sets, especially writing. “Opportunity may come knocking for some practitioners, but some people still rely heavily on certain things that get them by and not continue to develop their own skill set.” Armstrong cites transparency and fairness as her strongest leadership attributes. “You know where you stand with me. There are no hidden agendas. There is no, say one thing, then say something else behind your back,” she said. When asked how her colleagues would
  16. 16. M o v i n g L e a d e r s h i p F o r w a r d page 18 describe her, Armstrong said, “They would more than likely VD WKDW 6KDQQHOOH LV ÀUP EXW fair. No nonsense, and really knows the business.” Armstrong showed her inner leadership when she said, “And you wouldn’t work for me, you work with me, everything as a team. That is what really motivates me.” Armstrong appears to see every day as a gift, and a chance to overcome new challenges. In the morning, “I am starting my day, it is a great day and I don’t know what the universe has for me,” she said. I don’t know what my challenges are going to be. I don’t know what my joys are going to be. I don’t know because it is a brand new moment.” Regarding her best advice to new practitioners, Armstrong shared some wisdom from her father. “Someone may try to slow you down, but they can’t stop you unless you want them to,” she said. Judging from the determination that is apparent in her practice, Armstrong is not going to slow down until she has left a legacy of leadership in her wake. You can be sure that no matter what challenges may be in store for Armstrong, she will just “keep moving it forward.” Kelly E. Backus Bachelor of Arts, Advertising Hometown: Pensacola, Florida
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  24. 24. SDJH 7 Z L U O L Q J 0 R U H 7 K D Q - X V W 5 L I O H V ZLWK HPSORHHV FOLHQWV DQG PHQWRUV )LQDOO %DWHPDQ LV LQQRYDWLYH +H·V ZLOOLQJ WRH[SHULPHQWZLWKZKDWHYHUFKDQJHVDUH QHFHVVDUIRUWKHSXEOLFUHODWLRQVLQGXVWUWR EHWWHUPDUNHWLWVHOIDVDFRPSHOOLQJFDUHHU FKRLFHWRDODUJHUPRUHGLYHUVHJURXSRI FROOHJH JUDGXDWHV 7KHUHIRUH %DWHPDQ H[HPSOLÀHVWKHYDOXHVDQGFKDUDFWHULVWLFV RIDOHDGHULQWKHSXEOLFUHODWLRQVÀHOG Abby R. Orr Bachelor of Science, Marketing Hometown: Montgomery, Alabama
  25. 25. C o n s i s t e n t i n C o n s i s t e n c y Digital Practice Leader, GolinHarris Retain your foundation. That is the theme interwoven throughout the life and career of Jeff Beringer. Like Marlon Brando and Henry Fonda before him, Beringer found his way from Omaha, Nebraska to a different kind of life in a different kind of city. Whether in Los Angeles, Dallas or Chicago, Jeff Beringer has been a key player in the digital media revolution of the public relations industry. [PR Isn’t About Spin] Every public relations professional knows that their responsibility to their clients and their ethical obligations are the lifeblood of their profession. Beringer referenced, GolinHarris founder, Al Golin, as an example of a successful practitioner who possesses “impeccable integrity.” The value that Beringer places on integrity can be traced through every step of his career. Jeff Beringer Senior Vice President, Beringer is up front about the perception some hold of the industry and said, “Our profession is misunderstood in some circles. Many mistakenly think of PR professionals as spin doctors who appear on television, defending people who probably shouldn’t EHGHIHQGHGLQWKHÀUVWSODFHµ+HFRQWHQGV the role of public relations is to get at the heart of what makes each organization unique and tell its stories authentically. Technology is reshaping the PR business, and Beringer believes the dialogue which “open” channels stimulate keeps communicators honest. “We’re in the midst of a great transformation, and many in our ÀHOGDUHJHWWLQJDTXLFNHGXFDWLRQRQWKH new ‘rules’ of communication. There’s no room for spin or disingenuous speak. Authenticity is more important than ever before.” page 29
  26. 26. C o n s i s t e n t i n C o n s i s t e n c y Another fundamental belief of his professional work resonates in that clear-cut mentality: FOLHQWV ÀUVW 7KH SXUSRVH RI KH DQG his team’s work within the GolinHarris agency is, “To move the needle on the client’s business…in a way that’s ethical DQG WKDW UHÁHFWV WKH HVVHQFH RI HDFK organization or brand.” Beringer makes it clear that there should be no confusion, no question of practitioner intention; the client is the primary benefactor of the professional exchange. “In the end, having those harder discussions with clients and giving them the right counsel based on your gut and what you know LVULJKWZLOOEHQHÀWWKHP and ultimately your rel-ationship. Relationships between prac-titioners and clients are built on mutual trust and respect. Both PR pros and those we represent need to foster an open exchange of ideas.” This client-focused mentality can too easily pit the present needs against future possibilities. Beringer would agree that too RIWHQ ORQJWHUP QHHGV DUH VDFULÀFHG IRU ´VKRUWWHUPÁDVKµSDUWLFXODUOLQWKHGLJLWDO age. He related one particular experience: “Over the past few years, it’s been hard to pick up an industry publication without the mention of blogs and social media. Many organizations jumped into the fray of social media when they weren’t suitably prepared. No matter the tool, technology or tactic, PR initiatives should always VXSSRUW VSHFLÀF FRPPXQLFDWLRQV QHHGV and higher order business objectives.” OLHQWV ÀUVW FOLHQWIRFXVHG WKHUH·V QR confusion. Success is seen in the fact that, as Beringer put it: “Our job is to serve our clients, and that’s how we color it.” [Us, Not I] When asked about personal accomp-lishments, one might be struck by Beringer’s frequent use of “us” that resounds far above the “I.” Humility in the public relations ÀHOG LV QRW D FRPPRQ attribute among its leaders, but Beringer wears it proudly (or the humble equivalent). His noted “personal” accomplishments were those he depicted as team efforts. Cited most recently was his creation and implementation of a professional education platform for GolinHarris titled Dialogue University. It provides every GolinHarris member, from executive to intern, the chance to receive hands-on, continuing education in the perpetually changing world of public relations. Beringer may have helped conceive it, but he’s quick to point out that many people collaborated to make it work. While he may not boast about it, %HULQJHUDQGKLVÀUPKDYHDJUHDWGHDOWR be proud of. In 2007, GolinHarris teamed page 30 “The one thing that kills people in this industry, frankly, is over-speaking things.”
  27. 27. C o n s i s t e n t i n C o n s i s t e n c y Favorite travel destination: -Western coast of Italy or Bavaria page 31 up with Nintendo to launch the gaming and cultural phenomenon of Wii. That same year GolinHarris was awarded the trifecta of public relations awards: PR Week’s Agency of the year, Editors Choice of PR Week, and Paul Homes’ Agency of the Year. When referencing what the future might hold, he noted: “How we top that, none of us know, but we’re certainly going to try.” [“Trustmark, Not Trademark”] Al Golin is not a CEO of mythical pro-portions, whose subordinates know only by a picture or plaque. If you linger around the KLFDJRRIÀFHVRI*ROLQ+DUULVORQJHQRXJK you should be able to catch a glimpse of this self-created public relations icon. Jeff Beringer related the stories of his CEO with affection and admiration. Over 50 years ago the agency started with a single cold call from Golin to Ray Kroc, founder of McDonald’s. A bit of convincing and a $500 monthly retainer later birthed McDonald’s ÀUVWSXEOLFUHODWLRQVHIIRUWVOHGE*ROLQ7KLV initially concerned McDonald’s CFO, who couldn’t justify $500 payments for press and publicity. This relationship has surely grown over time, though the lessons learned are invaluable. Golin resonates a 50-year-old truth of trust through his corporation today, often referring to the “trust bank.” This belief embraces the philosophy of building a trust bank over years. According to Beringer, Fun Facts: Dream job as a kid: -To be an architect or engineer Best PR advice: -If you really believe in an idea, GRQ·WEHDIUDLGWRÀJKWIRULW Favorite movie: -”The Insider” Three things never without: -Blackberry, MacBook sunglasses “The idea is essentially that in good times you make deposits into a trust bank, you do good things for the community and contribute as a good corporate citizen. These investments build preference for your brand, trust in your organization, so that in challenging times you can draw from that trust bank.” Beringer cited McDonald’s responsible action in the health and wellness debate a couple years ago: “As some consumers began questioning healthy eating choices, McDonald’s was able to communicate its dedication to choice and healthy options, combined with physical activity.
  28. 28. C o n s i s t e n t i n C o n s i s t e n c y As a company McDonald’s has done many of good things over the years for the communities in which it operates, and consumers were more open to listening to McDonald’s side of the story.” Trust has truly been a foundation for GolinHarris, and is expressed in their mission statement: “GolinHarris is dedicated to building long-term partnerships based on mutual trust,” and equally emulated in their employees. With both being evidences of success. In Al Golin’s book, “Truth or Consequences,” a CEO who was inter-viewed told employees that the company’s trademarks were not as important as their “trustmark” with customers. This truth of trust has had the positive trickle-down effect and is a cornerstone for the success that both Golin and Beringer have experienced. [What Gets You Out of Bed?] With the aforementioned humility, one could be quick to believe that Beringer might not recognize his own success. Most recently in March 2008, he was promoted to Senior Vice President of GolinHarris, recognizing his ascent as a thought leader in the industry. His achievement can certainly be attributed to hard work and talent, but dig a little deeper and one might discover additional characteristics that set him apart in this competitive industry. Simply put: Jeff Beringer enjoys his job. A student posed a question of whether they should seek their passion or their “True North,” as author Bill George describes. Beringer replied that a person really has to ÀJXUHRXW´ZKDWKHRUVKHHQMRVZKDWJHWV you out of bed in the morning.” The career spans the need for success or income, it’s a personal investment. Furthermore, Beringer HQFRXUDJHV LQGLYLGXDOV WR ÀQG D FDUHHU WKDW WKH SHUVRQDOO ÀQG VWLPXODWLQJ ´RX FRPHLQWRWKHRIÀFHDQGLW·VQRWVRPXFK a job as it is an adventure.” His passion rings true in his enthusiasm and conversation. It is evident that he does not merely toil, he progresses. In addition to personal IXOÀOOPHQW FRPHV WKH DELOLW WR QHWZRUN A necessary skill, whether grown or uncovered, is aligning with other people inside your organization and business partners. This networking capability is invaluable. “It’s important to understand where the seats of power are in every organization,” Beringer said, “and know how to make your point of view known with the right decision makers.” Lastly, comes the ability to articulate effectively. “One thing that kills people in this industry, frankly, is over-speaking. I’ve seen so many great ideas get squashed because they weren’t communicated well. The ability to articulate a thought quickly can mean the difference between a page 32 “Perseverance really pays off.”
  29. 29. C o n s i s t e n t i n C o n s i s t e n c y page 33 program getting approved or dismissed.” The ability to build coalitions and relationships, along with strong interpersonal communication skills are two critical elements for those entering the public UHODWLRQV ÀHOG %HULQJHU FDOOV IRU PRUH academic training in these areas to help prepare the industry’s future leaders. [Perseverance Drives Performance] ´2IWHQWLPHVWKHLGHDVZHKDYHWRÀJKW hardest for have the biggest potential to impact a client’s business,” Beringer said. “Perseverance is really important from folks at all levels of the organization. If you be-lieve in an idea, be “PR adds real value when we serve as strategic counselors, not just arms and legs to execute tasks.” SUHSDUHG WR ÀJKW IRU it respectfully. Perseverance really pays off.” In addressing his personal recipe for success, he lists: integrity, curiosity, and perseverance. Practitioners need to have thick skin and be able to lobby for things they believe in. “I think a lot of people in our business try to take short cuts or settle for ‘average’ thinking. The strongest relationships in PR are built around practitioners and clients who openly exchange ideas, and aren’t afraid to disagree. The people who win show up every day to push for what’s in the long-term interest of their clients. PR adds real value when we serve as strategic counselors, not just arms and legs to execute tasks.” As current senior vice president of an acclaimed international public relations agency, Beringer did not rely on favors or lofty friends, he simply had initiative. Malcolm Gladwell’s book, “The Tipping Point,” discussed how small changes may have profound effects. Beringer fondly discusses his own Tipping Point: “After moving my family twice to support my career, I followed my wife to Texas to support her aspirations. While I was still working for DQRWKHUÀUP*+KDGDVL]HDEOHSUHVHQFH in Dallas. I made a couple phone calls and met with the managing director of the region. Ultimately, that meeting set the stage for me to move to GolinHarris and to later build and lead our digital group. I think identifying those opportunities, making some calls and meeting the right people with the right vision was a big tipping point for me.” Beringer has created success in his life from his hard work ethic. A piece of that was creating and maintaining a personal UHOHYDQFHLQWKHÀHOG+LVLQWHUHVWVLQGLJLWDO media allowed him to create a niche for himself. “I’ve worn a lot of different hats inside the industry. I started out on the traditional PR side managing traditional media programs, running mobile tours, supporting what’s his-torically been our ‘core’ bus-iness. I basically carved out a
  30. 30. C o n s i s t e n t i n C o n s i s t e n c y page 34 niche for myself in the digital and social media world when about 10 years ago clients EHJDQ DVNLQJ KRZ GLJLWDO PHGLD ÀW into the PR mix. Like many others, I saw this as a huge opportunity. One of the ways that I’ve been able to get ahead in public relations is to try a lot of new things and expose myself to different pieces of the PR puzzle. As communication becomes more integrated and there’s less differentiation between marketing disciplines, I’ve also IRXQGLWEHQHÀFLDOWRORRNIRURSSRUWXQLWLHV outside of what many might traditionally def-ine as PR.” [Serial Curiosity] Curiosity may have “There’s no room for spin or disingenuous speak. Authenticity is more important than ever before.” killed the cat, but it undoubtedly birthed success of the PR practitioner. Intellectual curiosity is a fundamental element for success in public relations, especially in the digital media niche that Beringer has skillfully carved out for himself. His curiosity is professionally and personally evident, and one quality is obvious: he hungers for knowledge. His reading list spans all periodicals from economics to travel to health; one might call him a virtual intellectual renaissance man. When discussing the three important characteristics of public relations prof-essionals today, along with integrity and perseverance he includes curiosity. “Curiosity propels people in this industry ahead. People who are intellectually curious…are going to stay ahead of the trends. They are going to be invaluable inside of organizations in a time of great communication transformation.” This foun-dation for learning was implemented during his undergraduate studies. He recalled “a certain journalism professor who took great pride quizzing students about the top stories du jour from the major daily newspapers…While some students were sure to glance at the headlines before entering his classroom, others clearly didn’t di-ve any deeper into the newspaper than the drink specials listed on the back of the sports SDJH$QGWKHSDLGIRULW,W·VGLIÀFXOWWR be an effective communicator if you don’t have a deep understanding of the news environment.” These professors, though some might say forcibly, intended to stimulate curiosity and awareness. This habit continues on a daily basis in his scanning of countless traditional news sources, and additionally, hundreds of RSS feeds and social media outlets he peruses for the next big idea. One might argue that laziness could inhibit curiosity, but in Beringer’s case that is not an issue; he maintains a renaissant pursuit, both professionally and personally, for the bigger, better, newest, and next.
  31. 31. C o n s i s t e n t i n C o n s i s t e n c y page 35 Beringer displays it on a personal level, believes curiosity must be an organizational value, starting at the top. “Our chief executive is an intellectually curious guy. When Second Life was hot, he created KLV RZQ SURÀOH EHFDXVH KH ZDQWHG WR experience it himself. He’s genuinely interested and sets a good example by investing personally to understand new opportunities.” Beringer believes this kind of participation from leaders is critical to GULYLQJLQQRYDWLRQLQWKHÀHOGDWDOOOHYHOV A brief conversation with Beringer quickly leads one to believe that he is intellectually curious in all of life. His conversational German is evidence of the fact that travel is not only a professional “hobby,” but a personal one, too. He is a self-described “serial mover,” having changed homes and hometowns frequently. In the past 10 years Beringer has lived in Chicago twice, Los Angeles and Dallas. He and his wife “have found great excitement moving into new communities and exploring the best each city has to offer.” Clearly, Beringer has passion for the industry and possesses an ethical XSULJKWQHVV DQG VHOÁHVV PHQWDOLW +H has a vigor for these facets of his life and profession that is contagious. Beringer has proven himself as an exemplary professional LQ WKH ÀHOG DQG SRVVHVVHV WKH YHUVDWLOH professional and personal attributes to allow him to become an exemplary leader, too. Alicia B. Bogdanoff Bachelor of Science, Psychology Hometown: Whittier, California
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  41. 41. µ 7KDW.QDFN@ )RU %XUNH JRLQJ IURP WKH VWDJH WR WKH SXEOLF UHODWLRQV SURIHVVLRQ ZDV WKH ULJKW FKRLFH 6KH KDV EHFRPH D VXFFHVVIXO FUHGLEOHOHDGHUEHFDXVH RI KHU FRPPLWPHQW WR KDUG ZRUN GULYH DQG VWULFW DGKHUHQFH WR WKH ´,WKLQNRX·YHJRWWROLVWHQWR RXUJXWDORWµ HWKLFV VKH KROGV PRVW GHDU WR KHU KHDUW 'RLQJ VRPHWKLQJ ZRUWKZKLOH SDVVLQJ WKH EDWRQ ZLOOLQJQHVV WR HPEUDFH FKDQJH LQYHVWLQJ LQ PHDVXUDELOLW DQG OLVWHQLQJ WR KHU LQWXLWLRQ DUH LPSRUWDQW UHDVRQV ZK %XUNHLVDVXFFHVVIXOSXEOLFUHODWLRQVOHDGHU 7KDW QDWXUDO ´NQDFNµ IRU SXEOLF UHODWLRQV %XUNHKDGIURPWKHEHJLQQLQJRIKHUFDUHHU KDVKHOSHGKHUWRPDNHDQLPSDFWRQWKH ÀHOGWRGD Blaire E. Boswell Bachelor of Arts, Dance and Advertising Hometown: Robertsdale, Alabama
  42. 42. I t ’ s A l l A b o u t I n t e g r i t y Robert Christie Vice President of Communications, Dow Jones Company Robert Christie, current vice president of communications at Dow Jones Company, found public relations practice largely by accident. In fact, one could say the practice found him. KULVWLHZHQWWR0DQVÀHOG8QLYHUVLWRQ a football scholarship. He was a formidable center for the Mountaineers. However, his football career was short-lived, as his hopes of becoming a star college athlete were dashed following a career-ending shoulder injury. Christie’s ambitions, however, were QRWVRHDVLOVWLÁHG+HGLGQRWJLYHXSRQ his passions, and he continued to pursue one of his greatest interests--sports. Christie said, “I was avidly interested in sports, and ,ZDQWHGWRZRUNLQWKH0DQVÀHOG8QLYHUVLW Sports Information Department and for the school newspaper as a reporter. I ended up doing both. I enjoyed the writing and editing of the student newspaper and the sports of the Sports Information Department.” His success in these endeavors paved the way for his career in public relations. Christie’s hardworking attitude and competitive nature, coupled with his love of sports, afforded him the opportunity WR ZRUN XQGHU D KLJKO LQÁXHQWLDO PHQWRU and secure the underpinnings of a promising career in public relations. After ÀQLVKLQJ FROOHJH KH DVVXPHG SRVLWLRQV at several large businesses. Recently, he was designated one of PR Week’s “Top XQGHU µ SURIHVVLRQDOV LQ WKH ÀHOG ,Q short, Christie is well on his way to having his name permanently inscribed on the roll of outstanding public relations leaders. [Getting to Know Robert Christie] In his 18 years as a public page 45
  43. 43. I t ’ s A l l A b o u t I n t e g r i t y r e lat ions p r a c t i t i o n e r, Christie landed positions at powerhouse companies like Sony and General Motors before assuming his position at Dow Jones. At Sony, he revised the way his company communicated to the media at the Consumer Electronics Show. He stated, “We developed strategy in how key announcements were made, and, after those announcements were made, how the media were managed. The whole process became much more cohesive and media friendly.” With GM, Christie learned that consumers were frustrated that the auto manufacturer’s concept cars were not available for purchase. He effectively communicated the need for top management to produce these vehicles for public use. By listening to consumers and conveying their desires to management, he helped take GM concept cars from the showroom to the conveyor belt. Currently, Christie plays multiple roles at Dow Jones, including promoting The Wall Street Journal, crisis management, media relations and strategizing and communicating with internal and external constituents. Christie reported the most rewarding DVSHFWRIKLVFDUHHULVWKHVHQVHRIIXOÀOOPHQW gained from a job well done. “For me, it’s the personal accomplishments... seeing strategies put into action and the end results. You can really see the cause and effect, and that is extremely rewarding.” While Christie described public relations as largely a behind-the-scenes job DQG GLIÀFXOW WR TXDQWLI KH DOVR VWDWHG that practitioners are “instrumental in establishing externally and internally the agenda of the company.” According to Christie, one of the most challenging aspects of public relations is communicating the value of the practice to top executives. “Most organizational management does not understand what PR is. Companies know when they don’t have good PR. That’s when they appreciate it. When they have good PR, they largely don’t know it and don’t appreciate it.” He said that practitioners must earn the respect of management and gain some authority to act in order to be successful and to develop enduring leadership skills. Christie reported that the best advice he has ever given or received is “never lie to the media and never sit on a story.” He believes that effective media relations are at the core of public relations, and solid, productive relationships can be developed by making events and announcements media friendly and by helping the media construct stories about the organization. page 46 “Companies know when they don’t have good PR. That’s when they appreciate it.”
  44. 44. I t ’ s A l l A b o u t I n t e g r i t y Interesting fact: -He went to college on a football scholarship page 47 He explained, “Most people have a disdain for the media. They feel like they’re getting their hands dirty by working with them. Positioning, communicating and getting to the theory of what a plan should accomplish is all important, but it’s not nearly as valuable if you don’t get good publicity from it. The media is an incredible resource--the only way a PR practitioner can do his or her job effectively is to appreciate the role of the media and strive to form a positive working relationship with it.” [“Knowing a Little About a Lot”] Christie said that effective public relations practice demands a holistic group of skills, including “superb understanding of the organization, awareness of current events, constituents, customers, management and subordinates, and knowing when and how to be assertive”. In short, successful practice entails “knowing a little about a lot, and a lot about a few things.” Christie explained that education can aide in creating a holistic knowledge of the world and more effective practice. Christie earned his bachelor’s degree in communications from Mansfield 8QLYHUVLW +RZHYHU KH H[SODLQHG WKDW HOHFWLYHFODVVHVZHUHHTXDOOLQVWUXPHQWDO LQVKDSLQJKLVFDUHHU+HVSHFLÀFDOOFLWHG humanities, foreign language, business and economics, sociology, theater, mass communications and political science Fun Facts: Favorite travel destination: -Paris, France Hobbies: -Golf, sports cooking Dream job as a kid: -To be an airplane pilot Three things never without: -Blackberry, cell phone I.D. courses. Taking such courses exposed him to diverse cultures, experiences and perspectives, which helped him become the leader he is today. [A Changing Landscape] According to Christie, the evolution of technology and a changing political landscape are the two major developments that affect public relations today. “When I started working in PR in 1990, the ways we communicated were completely different from the ways we communicate today,” he said. “You never heard of Blackberries or email.
  45. 45. I t ’ s A l l A b o u t I n t e g r i t y The fax machine was how people communicated-- I haven’t used a fax machine in years. The only thing you can do now is embrace technology, try to understand it and leverage it to your EHQHÀWµ As for the dynamic political landscape, Christie said, “Politics, politicians and the tone and temperament of the country affect everything. I don’t know how much we can do about that.” [The Qualities that Matter] When asked to cite the professional skills RU SHUVRQDO TXDOLWLHV that contribute most to his success in public UHODWLRQV KULVWLH ÀUVW QDPHG SDWLHQFH and media relations. “As a whole, I am not patient. I had to learn from being around people who were very successful at a young age.” Learning from mistakes UHTXLUHV SDWLHQFH DQG DQ XQGHUVWDQGLQJ that perfection does not happen overnight. 3DWLHQFH WKHQ LV D TXDOLW WKDW DOORZV a person to focus on the task at hand, learn from mistakes and take the time to understand clients and their needs. 7KH VHFRQG TXDOLW PHGLD UHODWLRQV UHTXLUHV´KDYLQJDFRPPDQGRIKRZPHGLD function, what they need and how to work with them effectively.” Christie stated that WKHVHWZRTXDOLWLHVDUH´DWWKHFRUHRI35 they are the basic building blocks and, ZLWKRXW WKHVH TXDOLWLHV SUDFWLWLRQHUV ZLOO never be able to do their jobs effectively.” Christie believes that approximately 90 percent of what it takes to be an effective leader can be learned. The keys to developing leadership skills, according to Christie, include learning from mentors --those already experienced in the prof-ession-- learning from mistakes and gaining WKHFRQÀGHQFHWROHDGRWKHUV KULVWLHPHW%RE%ODNHKLVPRVWLQÁXHQWLDO PHQWRUGXULQJKLVÀUVWMRE in public relations. “Blake embodied everything that I wanted in my own career, from personal integrity to a consistent professional and some-one who excelled at every aspect of his career,” said Christie. “Blake had a wide range of experience, having met every President from Truman to Reagan. He made the profession an enjoyable career.” Christie said that Blake is the reason he pursued a career in public relations and is still in the industry today. Christie also said that mistakes are the sources of his greatest learning exper-iences. “I learn from my mistakes,” he said. “I will never make them again, and I will never get down about the things I have done wrong throughout my career.” He went on to reference the value of learning page 48 “I learn from my mistakes. I will never make them again, and I will never get down about the things I have done wrong throughout my career.”
  46. 46. I t ’ s A l l A b o u t I n t e g r i t y page 49 from the mistakes of peers and mentors. The ability to learn from personal mistakes and the mistakes of others, and rebound IURPWKRVHQHJDWLYHFRQVHTXHQFHVERRVWV FRQÀGHQFH DQG HQKDQFHV SURIHVVLRQDO development. :LWKRXWVHOIFRQÀGHQFHLWLVLPSRVVLEOH WR ZLQ WKH FRQÀGHQFH RI RWKHUV 7KLV LV ZK VHOIHIÀFDF LV DQRWKHU FRPSRQHQW of leadership. Christie pointed out that OHDGHUV QRW RQO UHTXLUH WKH FRQÀGHQFH of their subordinates and peers, but also that of top management. “If those around PH GR QRW KDYH FRQÀGHQFH LQ PH WKH will never buy into any recommendations I suggest.” What can young “Successful practice entails knowing a little about a lot, and a lot about a few things.” professionals do to hone their own leadership skills and abilities? According to Christie, development be-gins early in a career, usually within a few years after college. This provides the individual time to gain experience and knowledge of the industry. Practitioners also have to “be willing to be successful and adopt a long-term perspective,” because success in the industry does not occur overnight. Aspiring public relations practitioners need the foresight to plan for and even anticipate future events. Finally, aspiring young professionals must be willing WR VDFULÀFH :KHWKHU WKH VDFULÀFH FRPHV from personal or professional realms, it is almost always necessary for a serious and successful career in public relations. $FFRUGLQJ WR KULVWLH VDFULÀFH RIWHQ means “taking a better job.” While taking a EHWWHUMREPDQRWVRXQGOLNHVDFULÀFHKH explained that “the better job often pays less money.” For example, the “better job” LVXVXDOORQHWKDWSURYLGHVTXDOLWKDQGV on experience and the opportunity to work with a powerful mentor, as opposed to one that offers a hefty pay check. In the end, the “better job” will almost always pay off. [Setting the Standard] In the wake of organizational melt-downs such as Enron and Tyco, Dow Jones Company is an organ-ization regarded by many as a model for effective business practices. This is largely due to its high organizational standards. According to Christie, each January, the FRPSDQ UHGHÀQHV LWV FRGH RI FRQGXFW which outlines policies of personal behavior DQG HWKLFV 'RZ -RQHV UHTXLUHV HDFK and every employee to sign this yearly agreement. Christie explained that the company’s policies and expectations are written in black and white, and there is no misunderstanding among emp-loyees about what will happen if they violate this strict code. He believes strongly in setting high self-standards, citing integrity
  47. 47. I t ’ s A l l A b o u t I n t e g r i t y page 50 as the one value at the core of his professional practice. “I never lie. I never cheat. I never steal,” he said. Dedication to his own personal code of conduct aligns with Dow Jones’ strong statement of professional values. “Personal and organizational values go hand in hand,” he said. “If we are not operating from the same baseline, we cannot produce a product that is so highly regarded as The Wall Street Journal.” [What the Future Holds] While Robert Christie’s name is not among the college football greats, it is increasingly recognized within the public relations profession. He acknowledges that KLVÀUVWMREIRXQGKLPDQGWKDWWKHUHZDVD little luck involved in his career. However, Christie saw the potential for an outstanding career in public relations and worked to improve his abilities as a practitioner. His competitive nature, media relations skills, comprehensive knowledge of the industry and strong ethical orientation have combined to produce professional success and recognized leadership capabilities. Brinkley L. Clanton Bachelor of Arts, Psychology Hometown: Thomasville, Alabama
  48. 48. ) L U V W O D V V R P P X Q L F D W L R Q V [Leading by Example] AOOZRUNDQGQRSOD1RWLQWKHRIÀFH of Howard Clabo, manager of go-to- PDUNHWPHGLDUHODWLRQVIRU)HG([6HUYLFHV Mixing hard work with fun, he has emerged DVDOHDGHULQSXEOLFUHODWLRQVZKRXVHVKLV FUHDWLYLWDQGH[FHSWLRQDOFRPPXQLFDWLRQ VNLOOVWRGHOLYHUÀUVWFODVVUHVXOWVKH·VWKH´JR WRµJXIRUFRPPXQLFDWLRQV Not taking himself too seriously, but VHULRXVO HQRXJK LV RQH ZD WR GHVFULEH ODER $V D FKLOG KH ZDQWHG WR EH D VWDQGXS FRPHGLDQ 3HUKDSV DQ REYLRXV FRQQHFWLRQ EXW ZKHQ DVNHG WR PHQWLRQ VRPHWKLQJKHGRHVHYHUGDWRHQKDQFH KLVZRUNSHUIRUPDQFHODERVLPSOVWDWHG ´ODXJKµ %XW WKDW·V MXVW RQH VLGH RI ODER 7KH other side is a driven professional looking WR PD[LPL]H WKH VXFFHVV RI KLV FRPSDQ +H XQGHUVWDQGV WKH EXVLQHVV KH·V LQ DQG KH XQGHUVWDQGV FRPPXQLFDWLRQ VWUDWHJ $W )HG([ LW DOO FRPHV GRZQ WR GHOLYHULQJ SDFNDJHV 'HOLYHULQJ RQ WKH SURPLVH RI WKHEUDQGLVWKHMRERI+RZDUGODER ODER JUHZ XS LQ 3KLODGHOSKLD DQG DWWHQGHG FROOHJH DW 7XODQH 8QLYHUVLW LQ 1HZ2UOHDQVZKHUHKHPDMRUHGLQSROLWLFDO VFLHQFH +H EHJDQ FROOHJH LQ PRUH RI D sports marketing role, but said he always KDGDQLQWHUHVWLQSXEOLFUHODWLRQV5LJKWRXW RIVFKRROODEREHJDQKLVSXEOLFUHODWLRQV FDUHHU DV DQ DVVLVWDQW DFFRXQW H[HFXWLYH DW WKH JOREDO 35 DJHQF *, *URXS LQ 1HZRUNLW:RUNLQJRQWKHDJHQFVLGH DOORZHGKLPWRJHWH[SHULHQFHLQDEURDG UDQJH RI LVVXHV DQG SURMHFWV SURYLGLQJ LQVLJKWVWKDWZRXOGJXLGHKLVFDUHHU ,QWHUQDWLRQDO([SHULHQFH@ $IWHU MXVW D IHZ HDUV LQ WKH LQGXVWU ODER·V FDUHHU page 53 Howard Clabo 0DQDJHU0HGLD5HODWLRQV )HG([6HUYLFHV
  49. 49. took a giant leap forward ZKHQ *, *URXS DSSRLQWHG him general manager at its RIÀFH LQ 0H[LFR LW 7KH PRYH WKHUH ZDV DQ LQFUHGLEO YDOXDEOH RSSRUWXQLW DFFRUGLQJ WR ODER ZKR JDLQHG H[SHULHQFH PDQDJLQJ SHRSOH DQG OHDUQLQJ ÀUVWKDQG DERXW WKH FXOWXUDO LVVXHV RI FRPPXQLFDWLRQV $GGLWLRQDOO KH UHDOL]HG WKH JURZLQJ LPSRUWDQFH RI JOREDOFRPPXQLFDWLRQVJLYLQJKLPDQHZ SHUVSHFWLYHRIWKHEXVLQHVV 7RPDNHWKLQJVHYHQPRUHFKDOOHQJLQJWR the young professional, WKH RIÀFH LQ 0H[LFR City was an under-performing operation, PHDQLQJ FKDQJH ZDV DEVROXWHO HVVHQWLDO ´:KHQ , WRRN RQ WKH *0 UROH WKHUH ZDV DQ LPPHGLDWH QHHG WR DGGUHVV WKH VWDIÀQJ VLWXDWLRQ LQ WHUPV RI ZKHUH UHVRXUFHV ZHUH IRFXVHG DQG WKH WUDLQLQJ IRU WKRVH SRVLWLRQVµVDLGODER´,ZDQWHGWRPRYH TXLFNOWRJHWZKDWZDVQHHGHGGRQHEXW LQ WKH SURFHVV OHDUQHG D YHU LPSRUWDQW lesson about managing people through FKDQJHµ7KDWOHVVRQZDVWKHLPSRUWDQFH RI FRPPXQLFDWLQJ FKDQJH WR RWKHUV H[SODLQLQJ ZK FKDQJH LV QHHGHG DQG making sure employees are aware of their H[SHFWDWLRQV 7KURXJKRXWKLVFDUHHUODERKDVZRUNHG LQDZLGHUDQJHRI35DUHDVLQFOXGLQJPHGLD UHODWLRQV FRUSRUDWH FRPPXQLFDWLRQV ÀQDQFLDO FRPPXQLFDWLRQV DQG PHUJHUV DQG DFTXLVLWLRQV 7KHVH H[SHULHQFHV KDYH helped shape his ability to lead, while also KHOSLQJKLPXQGHUVWDQGWKHPDQDVSHFWV RI FRPPXQLFDWLRQV ´:KHQ RX ZRUN LQ FRPPXQLFDWLRQVRXUHDOOKDYHWREHDEOH to understand a little bit of everything,” said ODERODER·VYDULHWRIZRUNH[SHULHQFHV has helped him understand the industry at DPXFKKLJKHUOHYHO /HDGHUVKLS([FHOOHQFHLQ35@ $ F F R U G L Q J WR ODER H[FHOOHQW OHDGHUVKLS LQ SXEOLF UHODWLRQV FRPELQHV ´D strong understanding of the business, a str-ong understanding of FRPPXQLFDWLRQ VWUDW HJDQGDKHDOWKDPRXQWRIFUHDWLYLWµ ODERGHDOVZLWKDYDULHWRISHRSOHHDFK GDFRPPXQLFDWLQJLQWHUQDOOZLWK)HG([ employees, as well as externally with the PHGLD7KXVKHSODFHVDKHDYHPSKDVLV RQ HIIHFWLYH FRPPXQLFDWLRQ VWUDWHJ FRPELQHG ZLWK JRRG OLVWHQLQJ VNLOOV +H KDVWREHDEOHWRFRPPXQLFDWHZLWKDQG XQGHUVWDQG GLIIHUHQW SHUVSHFWLYHV 7R GR this, he talks in the language of the business, VR WKDW HYHURQH KH GHDOV ZLWK FDQ XQGHUVWDQGWKHVWUDWHJDQGREMHFWLYHVRI WKHRUJDQL]DWLRQ ([FHOOHQW OHDGHUV KDYH D QXPEHU page 54 ) L U V W O D V V R P P X Q L F D W L R Q V ´:KHQRXZRUNLQ FRPPXQLFDWLRQVRXUHDOO have to be able to understand a little bit of HYHUWKLQJµ
  50. 50. 0DJD]LQHVQHZVSDSHUVUHDG +DUYDUG%XVLQHVV5HYLHZ:LOVRQ 4XDUWHUO1HZRUN7LPHV )LQDQFLDO7LPHV page 55 ) L U V W O D V V R P P X Q L F D W L R Q V RI VNLOOV WKDW PDNH WKHP VXFFHVVIXO LQ D EXVLQHVV HQYLURQPHQW 7KH DUH ´SHRSOH who understand talent management, understand not only how to deliver results, but also understand how to build and grow DQRUJDQL]DWLRQµVDLGODER $Q HVVHQWLDO FRPSRQHQW RI SXEOLF relations, and one that often goes without saying, is the need for fundamental VNLOOV ODER VWUHVVHV WKH LPSRUWDQFH of both written and verbal forms of FRPPXQLFDWLRQ7REHVXFFHVVIXOLQSXEOLF UHODWLRQV ´RX QHHG WR KDYH WKRVH EDVLF skills and you have to be a good writer,” VDLG ODER *RRG FRPPXQLFDWLRQ KHOSV DQ RUJDQL]DWLRQ FRRUGLQDWH LWV REMHFWLYHV DFURVVWKHFRPSDQDVZHOODVHQKDQFLQJ VWUDWHJLFGHYHORSPHQW 7KH DELOLW WR DUWLFXODWH LV DQRWKHU LPSRUWDQW VNLOO LQ SXEOLF UHODWLRQV ´7KH DELOLWRIDFRPSDQWRQRWRQODUWLFXODWH LWV SURGXFWV WR LWV FXVWRPHUV EXW DOVR WR DUWLFXODWH RU PRWLYDWH LWV HPSORHHV WR deliver on the promise of the brand, has EHFRPH DQ LQFUHGLEO LPSRUWDQW SDUW RI KRZEXVLQHVVHVDUHJRLQJWREHVXFFHVVIXOµ VDLGODER ODER·V FRQFHSW RI OHDGHUVKLS LV RQH WKDW FDQ EH DSSOLHG WR DQ LQGXVWU QRW MXVWSXEOLFUHODWLRQV+HEHOLHYHVOHDGHUVKLS is a learned skill, even for people born with QDWXUDODELOLWLHV$QGZKDWLVWKHEHVWZD WR GHYHORS OHDGHUVKLS VNLOOV ´:HOO WKHUH·V no better way to do it than to lead,” said ODER +H UHFRPPHQGV ÀQGLQJ SURMHFWV )XQ)DFWV 7RHQKDQFHZRUNSHUIRUPDQFH -He laughs +HVSHDNVWZRODQJXDJHV (QJOLVK )UHQFK )DYRULWHWUDYHOGHVWLQDWLRQ )UHQFK5LYLHUD 'UHDPMREDVDNLG 7REHDVWDQGXSFRPHGLDQ UHJDUGOHVVRIWKHOHYHOZKHUHRXFDQWDNH RQDOHDGHUVKLSUROH Having a management that unders- WDQGV WKH UROH DQG LPSRUWDQFH RI FRPPXQLFDWLRQ LV D KXJH DGYDQWDJH IRU SHRSOH ZRUNLQJ LQ WKH SURIHVVLRQ ODER lists a number of ways to help others XQGHUVWDQG WKH UROH RI SXEOLF UHODWLRQV ´RX KDYH WR EH D EXVLQHVV SDUWQHU RX have to talk in the language of the business DQGWKHSULRULWLHVRIWKHEXVLQHVVRXKDYH WRVKRZKRZRXDUHDGGLQJYDOXH +RZLVZKDWRX·UHGRLQJEHQHÀWLQJ WKHRYHUDOOFRPSDQµ One of the most rewarding DVSHFWV RI ODER·V MRE LV
  51. 51. ´KDYLQJ D VHDW DW WKH WDEOH LQ WHUPV RI KHOSLQJ WR GHÀQH WKH organization and helping to EULQJ WKRVH VWUDWHJLHV WR OLIH DFURVV VR PDQ GLIIHUHQW DVSHFWV RI WKH EXVLQHVVµ+LVUROHDW)HG([LVDYHUEURDG one, allowing him to take on a range of UHVSRQVLELOLWLHV PDNLQJ KLV MRE LQ SXEOLF UHODWLRQVRQHRIH[FLWHPHQWDQGFRQVWDQW FKDQJH $FUHDWLYHSHUVRQKLPVHOIODERHQMRV PDQDJLQJ DQG ZRUN ZLWK RWKHU FUHDWLYH SHRSOH´,WKLQNWKHUHDUHDGLIIHUHQWVHWRI VNLOOV WKDW RQH QHHGV WR PDQDJH FUHDWLYH SHRSOH EHFDXVH RX need to understand the FUHDWLYH SURFHVVµ KH VDLG ´6RPHWLPHV LW·V D matter of, how do you PDLQWDLQ D VWUDWHJ DQG EDODQFH LW ZLWK WKH FUHDWLYLWµ $QG OHDYH LW XS WR ODER WRGRWKHMRE+HXQGHUVWDQGVWKHFUHDWLYH SURFHVVDQGKRZWRFRRUGLQDWHLWWRÀWWKH REMHFWLYHVRIWKHFRPSDQ A large part of his understanding FRPHV IURP ZDWFKLQJ RWKHU OHDGHUV LQ KLV ÀHOGODERDWWULEXWHVDELJSDUWRI)HG([·V favorable image to Bill Margaritis, FedEx FRUSRUDWH YLFH SUHVLGHQW RI ZRUOGZLGH FRPPXQLFDWLRQV DQG LQYHVWRU UHODWLRQV ´%LOOKDVDQLQFUHGLEOHXQGHUVWDQGLQJRIWKH EXVLQHVVµODERVDLG´+H·VYHUFUHDWLYH He has a very strong understanding of FRPPXQLFDWLRQVWUDWHJDQGKH·VD FKDULVPDWLFJX,WKLQNWKRVHDUHWKHNLQGV RIWKLQJVWKDWRXQHHGWRKDYHDVXFFHVVIXO RUJDQL]DWLRQHVSHFLDOODWWKLVVL]Hµ Clabo was also fortunate enough WR KDYH DQ H[FHOOHQW UROH PRGHO HDUO LQ KLV FDUHHU %UXFH %LVKRS WKH )2 RI D FRPSDQKHZRUNHGIRUSUHYLRXVOKHOSHG Clabo understand not only the business RI SXEOLF UHODWLRQV EXW DOVR WKH EXVLQHVV ZRUOG +LV DGYLFH WDXJKW ODER WR YLHZ his profession from a variety of angles, OHDUQLQJWREDODQFHWKHEXVLQHVVVLGHZLWK RWKHUHOHPHQWVOLNHFUHDWLYLW $7HDP(IIRUW@ Just like the LPSRUWDQFH RI D JRRG leader, having a great team of employees yie- OGVVXFFHVVIRUDFRPSDQ3DUWRIODER·V VXFFHVV DW )HG([FDQ EH DWWULEXWHGWRKLV DELOLW WR DVVHVV VNLOO DQG WDOHQW LQ RWKHUV Finding the right mix of skills, talents, and EDFNJURXQGV LV VRPHWKLQJ ODER ORRNV for when hiring his employees, and he FRQVLGHUV WKH WHDP KH EXLOW DW )HG([ WKH SURXGHVWDFKLHYHPHQWRIKLVFDUHHU 7KH UHODWLRQVKLS KH KDV GHYHORSHG ZLWKKLVWHDPDW)HG([LVDJRRGLQGLFDWRU RI WKH FRQWLQXHG DFKLHYHPHQW DQG VWURQJ UHSXWDWLRQ RI WKH FRPSDQ ´, think that people need to have a very good understanding of what their role in WKH RUJDQL]DWLRQ LVµ ODER VDLG ´3HRSOH QHHGWRKDYHDVFRUHFDUGRIVXFFHVV³DQ page 56 ) L U V W O D V V R P P X Q L F D W L R Q V ´,·PDEHOLHYHULQZRUNLQJ hard, but also having fun at WKHVDPHWLPHµ

PRofiles of Success: Stories of Emerging Leaders in Public Relations is an online book profiling 20 emerging leaders in public relations. The book was sponsored by Heyman Associates, Inc., and produced by graduate students in the advertising and public relations department at The University of Alabama.

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