Internal and External PR  -  making it work

published 2003

Internal and external PR need each other.  They both have objectives to meet and clearly one can’t achieve them without the help of the other.

So how does the Internal PR Manager make it work? Here’s 10 ‘insights’ into what can often matter from an agency perspective.

First, what may undermine the relationship from an agency perspective resulting in the Internal PR Manager, and the organisation, not getting the best from the agency.

1.      Lack of support from the Internal PR Manager.

The internal PR person has to be the gatekeeper between the organisation and the agency.  The agency has to expect the Internal PR Manager to defend it and not simply ‘pass the message’ from others. The Internal PR Manager must defend the agency like he/she defends his/her own staff.

2.      Lack of clear briefs.

An agency depends on getting a clear brief.  It’s the responsibility of the Internal PR Manager to provide such a brief, with achievable deadlines and defined - and agreed - outcomes for the project or activity.  Briefs provide the whole basis on which the relationship is based and how the effectiveness of the agency can be measured.

3.      Lack of information or access.

The agency needs information from within the organisation in order to fulfil its task  - either supplied or via direct access to people who have it.  The Internal PR manager has to either set up procedures or meetings to access it or allow the agency direct access within the organisation.

4.      Lack of commitment.

For PR to be successful organisations often have to do things differently take a stance or sometimes simply be quoted on a particular topic.  It’s frustrating for an agency to have an organisation that isn’t prepared to make the necessary commitment to make it stand out.

5.      Unreasonable expectations.

The agency has to perform but nothing erodes a relationship more than the agency being expected to do the impossible, especially when demands are placed by executives within the organisation (or from overseas) who don’t understand PR and the boundaries within which it must operate.

Second, here’s some suggestions as to the key ingredients to ensure that the Internal PR Manager better manages the relationship.

1.      Establish clear responsibilities - avoid duplication.

Each party brings skills and knowledge to the relationship.  Ensure these are clearly defined and reviewed from time to time. This is especially so in the media area where both they and you will have contacts.  Don’t get a dog and bark too!

2.      Let other parts of the organisation see your external people at work.

Sales and marketing can often be critical of internal PR hiring external resources.  To minimise issues ensure that the external agency also has regular contact with sales and marketing (and even the GM or MD).  If your agency is good and ‘knows its stuff’ this will become self-evident, quietening any critics down and making your job easier.

3.      Give your agency credit when its due.

Just as you need to ensure that your own internal staff are seen to be doing a good job by the organisation, the same is needed with your agency.  The more credit they can be given the more it justifies their retention of an external PR agency. And your decision to hire them!

4.      If the agency is not performing be honest - but back it up.

If the agency is not performing let them know.  But do so in a planned and detailed way.  Support your point of view with examples as you would if you were reviewing an employee.  But having had the conversation come back to the subject after a set review period to assess

5.      Be organised and manage.

If you are not organised and top of your job you can’t expect the agency to perform to their best.  It’s up to you to institute appropriate reporting systems, ensure regular reviews take place (with the management of the agency not just the people doing the work), and generally manage and direct the agency.

Footnote:

Grant Common, the Editor of PR Influences, specialises in helping organisations manage PR agency relations and selection processes.

You may have an interest in, or obtain value from, these articles:

1) How stronger management is the key to better PR agency relationships

2) How better briefs and RFP's contribute to improved PR outcomes

3) How Australian PR agency selection processes are changing