Navigating Public Relations: From Principles to Crisis Management

A: Let’s ground ourselves in what public relations actually is, as defined by the PRSA: It’s a strategic communication process that builds mutually beneficial relationships between organizations and their publics. That last bit—‘publics’—trips up a lot of people. It’s not just the general public, right?

B: Yeah, I always wondered about that! ‘Publics’ sounds so vague… Is it just customers, or—?

A: Good catch. 'Publics' refers to any group affected by or having an effect on an organization. That includes employees, local communities, investors, reporters, legislators—basically, any stakeholder segment. The key is that each has its own needs, and PR tailors communication to each one.

B: That makes sense. And where does PR fit compared to things like advertising or marketing? Sometimes they seem interchangeable.

A: Easy to confuse, but they’re different. PR is mainly about earned media—getting third-party coverage or endorsements without paying for placement. Advertising pays for space or airtime and controls the message. Marketing aims to drive sales and satisfy consumer needs. Journalism, meanwhile, pursues balanced, newsworthy stories independently. And IMC—Integrated Marketing Communication—tries to keep all messaging consistent, though some say it risks diluting PR’s independence.

B: So PR needs to keep its own voice, even when teaming up with marketing or advertising?

A: Exactly. Because PR should always be the group that can candidly advise leadership, especially during crises. We can’t just be cheerleaders—we need to raise potential issues and uphold ethics. The PRSA code lays out advocacy, honesty, expertise, independence, loyalty, and fairness as the guiding values.

B: Ethics sounds huge, especially with those values. Are there legal traps too?

A: There are—defamation, privacy violations, false advertising, copyright abuse, trademark and service mark missteps. Which is why PR pros need at least a working knowledge of the law, and to always check facts. Case in point: the Chocolate Milk release fiasco at UMD, where they claimed health benefits that weren't verified. Not only was it ethically shaky, but backlash ballooned because they weren’t transparent or quick enough to correct the record.

B: I remember that. So, when a real crisis hits, what’s the playbook for PR?

A: First, distinguish a problem from a crisis—a problem is routine, a crisis is sudden, creates deep uncertainty, and can threaten reputations or even lives. Crises come in all flavors: immediate, emerging, or sustained. The ‘fog of war’ means limited facts and a scramble to communicate. PR’s job is to be fast, accurate, and consistent—never speculate. Be transparent, even if you’re unsure.

B: And PR doesn’t just react, right? There’s scanning for threats, advising leaders...

A: Spot on. Effective PR involves environmental scanning, preventive research, issues management, and candid counsel. Look at the Tylenol recall—they told the truth, acted fast, and put the public first, which saved their reputation. Same with the Cleveland Clinic’s face transplant—they prepped hard, kept messaging unified, and respected patient privacy. Media relations shine when you provide genuine, story-ready material and act as a reliable source.

B: Isn't there a system for the phases of disaster communication? Like, what’s different before, during, and after?

A: Absolutely. Pre-crisis is all about planning and rehearsal—think having a crisis team and messages ready. During a crisis, respond within an hour, be clear and plainspoken, update often, and maintain one voice. Afterward, follow up with actual fixes and keep stakeholders informed about progress and changes.

B: Makes sense. And for things like press conferences—when do you call one, and what needs to go right?

A: Only call a press conference if the story is important enough to merit real-time, broad coverage. Prep logistics—space, security, spokespersons, materials. Structure: intro, statement, Q&A, and close. And always follow up afterward—trust is built in the details.

B: Last, community relations—what’s at stake there? It seems softer but can spiral if ignored…

A: Exactly. Positive community ties attract talent, insulate reputation, and make operations run smoother. Corporate philanthropy should do real good, not just ‘look’ good. And always have a crisis plan: who to contact, what to say, and where to find your resources if the lights go out. Planning is protection.