John Gisborne, UK head of healthcare at Hill & Knowlton, defines PR

John Gisborne, UK head of healthcare at Hill & Knowlton and writer of its blog, describes why being asked to define PR set off a train of thought that took him from A to B.

“A young woman I met on the train the other day told me that she wanted to pursue a career in PR but that she, ‘didn't really know what that was’. I replied that it really was all about protecting and promoting the public image of a company, product or individual.

Now, whether or not my loose definition matched the text books, I'm not sure, but the whole episode got me thinking. “Those of us who have made a career out of this, sometimes misunderstood, business know that we fundamentally do the same thing that we've always done, but that major changes are afoot in terms of the environment and the way we operate. Ultimately, this affects what people think of us and how they buy our services. You just can't slap a catch-all definition on it.

“Take, for example, two very senior PROs I know who occupy senior roles in a large global organisation. Their style is as dichotomous as their personalities, but both equally endearing and effective. PR A is an ‘old-school' press man. The kind that knows everyone, takes the time to engage with the individual. For A, detail is everything, but he's prepared to take a risk to talk about a story – and, for the good of the organisation he represents, will often talk a story out of the headlines with a calm manner underpinned by surgical precision. He'll probably have lunch afterwards too.

“PR B is highly sensitive and reactive – at times nervous and impulsive. B stays up all night, triumphs over A in terms of being quick on her feet, well suited to being ahead of the game by doing all she can to change direction quickly and optimising digital channels. Ultimately, B is held up by red tape and although, in the thick of it, B’s judgement and soundbites (when she can get them out) are first class, you need to know and trust her so not to feel uncertain of the outcomes, midway through a delicate process.

“Where is this going? Well, with news (good and bad) travelling faster than ever before, and more 'white-news' channels, there are some advantages to being PR A (borrowing B’s tools). But in this highly litigious age, there are also multi-layered sign-off procedures and client-side lawyers to deal with too. Sign-off is critical, no question. However, the corporate process and the safety net it provides for increasingly more inexperienced clients in key roles, makes it pretty difficult for a consulting PRO to move quickly enough to be an A.

“At a recent industry event a colleague followed the Twitter feed from the writers who, within hours, would be filing the copy we would be working to manage and respond to the following morning. Already the slant was out there hours before the embargos would lift, and we'd even get approval on our materials. In these situations PR B’s hands are tied. Of course A would wander across the auditorium and have a chat to the reporters concerned 'mid Tweet'. Perspective added, situation managed, game over.

“So what makes a modern PR professional and how can we articulate it to people who want to go beyond TV stereotypes and really consider what we do? Equally how should PROs counsel their clients on how they need to operate to get the job done? Well, nobody needs a maverick or a rule breaker. But most of us know that 'C-suite' executives tend to choose A's with modern-sector and media experience for the most important jobs every time.

“The solution, though perhaps obvious, is to mix the two. Ensure short sightedness and process do not purge the A's from the business, but work with clients to find ways for you to be a B with a little A inside. However you look at it, business is all about calculated risk and good PR is at the front line. To be truly effective it does need the freedom to operate however. “So go, decide who you are and choose your PRO with confidence – and maybe spend less time talking to people on trains."