Strategic public relations leadership

Cover
Half Title
Title Page
Copyright Page
Dedications
Contents
Figures
Tables
Acknowledgements
1. Introduction
	Our focus
	Change and crisis
	Practical preoccupations
	The shape of the book
	Questions for reflection
	Notes
Part I: The strategic contribution of public relations
2. A public relations view of the organisation
	Introduction
	What an organisation is
	A management perspective
	A stakeholder perspective
	A public relations perspective
		The strategy contribution
		The stakeholder contribution
	Summary
	Questions for reflection
	Notes
3. Leadership and public relations
	Introduction
	Where do we start with leadership?
	Diving deeper
	Public relations and leadership come together
	From knowing to doing
	The importance of reflection
	What lies beneath?
	Summary
	Questions for reflection
	Notes
4. Supporting the chief executive
	Introduction
	Rising stakeholder expectations and governance
	Accountability amplified by turbulence and enhanced scrutiny
	Wicked leadership challenges in the organisation
	The CEO, public relations leader and humble intelligence
	The need for trusted advisers
	Empathy and understanding
	Summary
	Questions for reflection
	Notes
5. A model of strategic public relations
	Introduction
	Roles public relations plays
	The 4×4 model
	The contribution of public relations at four strategic levels
		Societal Level
		Corporate Level
		Value-chain level
		Functional Level
	The four attributes - DNA strands
		A deep appreciation of context
		An excellent understanding of the brand
		Leadership
		Public relations as a core organisational competence
	Summary
		Orienter - societal
		Navigator - corporate
		Catalyst - value chain
		Implementer - functional
	Questions for reflection
	Notes
Part II: The preoccupations of public relations leaders
6. Contextual intelligence
	Introduction
	What is contextual intelligence?
	Appreciating complexity and working with it
	Understanding the big picture
	Organising to generate insight
	Focussing on the value chain
	Summary
	Questions for reflection
	Notes
7. Valuing values
	Introduction
	Values and the organisation
	Defining values
		Individual values
		Organisational values
	Why values are different
	Why values are important
	Developing organisational values
	Making values real
	Implications for organisations
	Summary
	Questions for reflection
	Notes
8. The business of ethics
	Introduction
	Ethics, morals and values defined
	Ethical traditions
		Consequentialism
		Non-consequentialism
		Virtue ethics
	Ethics and leadership
	Ethics, the organisation and decision-making
	Contemporary ethical challenges
	Summary
	Questions for reflection
	Notes
9. Enacting the role
	Introduction
	The scope of public relations
	The roles people play
	Why is the public relations role under-valued?
	The behaviours of senior communication leaders
	Summary
	Questions for reflection
	Notes
Part III: The responsibilities of public relations leaders
10. The planner
	Introduction
	The context of planning
	The contribution of planning at various levels in the organisation
	Strategic planning models and templates
	The organisation-centricity of planning models
	Problem areas in planning
	Summary
	Questions for reflection
	Notes
11. The catalyst
	Introduction
	The need for a catalyst
	Implications
	Grit in the oyster
	Areas of influence
	Summary
	Questions for reflection
	Notes
12. The expert technician
	Introduction
	Technician is not a dirty word
	What is an expert?
	Exploring expertise through the lens of media relations
	What does it take to be a media relations expert?
	Developing and maintaining expertise
	Summary
	Questions for reflection
	Notes
13. The internal educator
	Introduction
	Strategic employee communication and a 'work from anywhere' future
	A role with five dimensions
	Touring the organisation as a cultural guide
	Stories and myths
	Routines and rituals
	Symbols
	Organisational structures
	Control systems
	Power structures
	Developing appropriate behaviours and skills in the organisation
	Coach
	Trainer
	Censor
	Editor
	Summary
	Questions for reflection
	Notes
14. The consultant
	Introduction
	The Devil wears Prada
	An association with change and empowering others
	A social contract
	Building trust
		Control mutuality: the degree to which both parties in a relationship are satisfied with the amount of control they have over it.
		Trust: the level of confidence each party has in the other. That is, the ability to carry out what you say.
		Commitment: the extent to which both parties believe that the relationship is worth spending energy on. Is the outcome worth the effort?
		Satisfaction: this is when each party believes that the other is engaging in positive steps to maintain the relationship.
	The importance of dialogue
	Consultancy roles
		Implementer
		Catalyst
		Navigator
		Orienter
	Evaluation: happy ever after?
	Summary
	Questions for reflection
	Notes
15. Continuity amid crisis and change
	More of the same
	The relevance of the 4×4 model
	Key attributes
	Four is the magic number
	That's it...
	Notes
Index