There is no more business as usual. Our time periods are now BC-19 (Before Covid-19) and AC-19 (After Covid-19). Our world will slot into those periods as it continues to change at pace and there's a very long way to go before we arrive in AC-19. Saving lives is the right priority and, for those who have one, that means staying home. But while we’re at home, we have a responsibility to think — and think hard about what's next.
The economic and social consequences of the pandemic are far reaching and will be long lasting. We are all finding ways to help our organisations and communities deal with the immediate situation and work out what will constitute the new normal. What will your business, organisation, government — and country — look like in the next three to five years?
It certainly won't operate in the same way organisations have operated for the last 100 years. Where sector capacity has been reduced, for example air travel, it will take time to reinstate that capacity when confidence returns and demand grows — or it may be that both appetite and trust for large volume global travel is reduced so the industry must completely reinvent itself or disappear, a relic of a former age. So too with your own business or activity. None of us are immune. What is it you do now that could be done differently? If you mark today as the first day of the new normal what must you do? What has to be different? What creative approaches do you need to take in order to meet changing demands and needs? What is our new normal going to look like? And in getting there, how will we navigate the change and stay off the rocks?
Our evolution depends on two central relationship elements - trust and confidence. Societal trust and confidence is already shaken and, as we attempt to 'flatten the curve' of transmission, what are we doing to smooth the 'curve of confidence' (illustrated above) so, when people recover and start to gather again, they trust in the society and institutions that emerge from this unprecedented event? As COVID-19 progresses and the case curve flattens, another downward curve occurs as people lose confidence and trust in society, its institutions and organisations. Smoothing the curve upwards will be a work in progress that must continue long after the pandemic has moved through its stages and diminished. The world that emerges will not be the same world that was operating on December 31 2019 or even the world that began when the pandemic was announced. It will be a new world, with a new normal, operating in new and uncertain times. Collectively we will need to reimagine and create that normality for the benefit of all.
The COVID-19 pandemic is a redefining moment for the world. Spread of the disease has been fast and furious and given the rapidity of transmission in the three months since it emerged, we now face lengthy disruptions, with societal, economic and political consequences lasting much longer. Advice from WHO on March 7 2020 in the 'Critical preparedness, readiness and response actions for COVID-19 interim guidance' was as follows:
"Several countries have demonstrated that COVID-19 transmission from one person to another can be slowed or stopped. These actions have saved lives and have provided the rest of the world with more time to prepare for the arrival of COVID-19: to ready emergency response systems; to increase capacity to detect and care for patients; to ensure hospitals have the space, supplies and necessary personnel; and to develop life-saving medical interventions. Every country should urgently take all necessary measures to slow further spread and to avoid that their health systems become overwhelmed due to seriously ill patients with COVID-19. All countries should increase their level of preparedness,alert and response to identify, manage and care for new cases of COVID-19. Countries should prepare to respond to different public health scenarios, recognizing that there is no one-size-fits-all approach to managing cases and outbreaks of COVID-19. Each country should assess its risk and rapidly implement the necessary measures at the appropriate scale to reduce both COVID-19 transmission and economic, public and social impacts.”
That was the beginning of March and here we are at the end with some countries failing spectacularly to take the necessary actions to reduce transmission and save lives even though it was in their power to do so. In many places, there has been a failure to recognise risk, acknowledge the problem and act, in others a desperate attempt to cling to old systems that just won't work anymore.
As a trusted public relations and communications advisor to your organisation, you must deal not only with the immediate circumstances but with what's ahead, helping others acknowledge how different life will be. You need to consider the scenarios likely to result from the pandemic and advise on preparedness and potential effects. Never before have borders been closed so promptly, trade and commerce interrupted, countries shut down, freedom of movement restricted or curtailed, citizens surveilled, recorded and monitored. Trillions will be spent helping people to weather the crisis but the reality is that many of the systems we have become accustomed to will disappear and new societal norms will emerge. There will be a process of grief and loss for individuals and their communities.
Dr. Mike Ryan, executive director of the WHO’s health emergencies programme, was recently quoted as saying: “Some countries have not been communicating well with their populations and creating some confusions in the minds of the populations and risk communication,” adding that “trust between governments and their citizens really does need to come to the centre.”
As public relations and communication professionals, trust is our business, a central factor of the relationships we build. This is our concern and our occupation. How we rebuild societal trust after the first wave of the disease has passed will be a central issue not just for governments but for all types of organisations. Faith in established systems will need to be restored if indeed those systems remain standing. Equally telling will be the speed of reinstatement of freedoms withdrawn as part of preventative measures.
Capacity will have to be rebuilt and demand stimulated in a time of economic instability, financial and emotional hardship along with distrust. We must start planning for the consequences while simultaneously dealing with the outbreak. Bringing contextual intelligence to your organisation is absolutely part of the public relations and communications function and, by addressing and preparing for probable scenarios, restoring stability and encouraging progress will be easier to manage.
Organisations, big and small, private and public sector are rightly concerned about the current situation. For many businesses, the simple question of 'will we make it through' is foremost in their minds as they see doors close for lockdowns, customers vanish, staff made redundant or having to stay at home. Small businesses are particularly at risk and the struggle to stay afloat will be too much for some. For millions of people, work has stopped, businesses have closed and life as they knew it is frozen. For public sector organisations, staffing and continued delivery of service is the challenge with healthcare and essential services being stretched to the limit.
Last year - 2019 - the Edelmen Trust Barometer, an annual research project that monitors and reports on levels of trust in society - announced that 'people have shifted their trust to the relationships within their control, most notably their employers. Globally, 75 percent of people trust “my employer” to do what is right, significantly more than NGOs (57 percent), business (56 percent) and media (47 percent).'
So in this time of need, will that trust in employers be justified? Will employers step up and become the trusted organisation that people are looking for as other societal norms disintegrate? The answer is that some will - and some will not. My hope is that more will step up and act as responsible corporate citizens. Those that do will rely heavily on their social capital, good relationships and effective communication inside and outside their organisation.
Communicating clearly, often and to the right people at the right time will help nudge things forward. George Bernard Shaw's observation that "the single biggest problem with communication is the illusion it has taken place" is worth keeping in mind. It is easy to believe that because you've said something or sent something, everyone knows and understands perfectly. The reality is that even in ‘ordinary’ times people are often in an emotional state, not listening or only half listening, so they misinterpret the information. At present, that state is heightened and layered with many emotions - fear being the most intense. Classic example of this was the commentary on the day the World Health Organisation’s declared a pandemic. Social media posts (many of them) shared the information that 'WHO' had declared a pandemic. Comments were filled with confusion, the most frequent ones proclaiming "I don't know who has declared this - why are you asking me”. The simple abbreviation of the World Health Organisation's name had left people baffled.
I know that, like me, you won’t be surprised by this, yet still, communicators the world over are making assumptions that people know who's who, who's in charge, who's at risk, who to contact or what to do. We must constantly check the information we are sharing can be understood, is relevant, has meaning for our communities and is presented in language they understand. Whatever personal opinions are held, we must make sure that our information is based on available facts rather than opinions, perspectives and personal or political agendas.
Health professionals the world over are working tirelessly to help the sick, develop a vaccine, manage the pandemic and more besides. Others are keeping essential services running, filling the gaps caused by the monumental societal shift that’s occurring right now.
Our challenge — when we are staying at home as we should and not going out — is to work out the ways we will be operating next. What will society look like? How can we make it better? What can we do to contribute? What will our business or organisation do that will be of service to people? Real service, real need - not the fripperies driven by old school newly redundant marketing practices.
Those who have put the relationships critical to their licence to operate at the centre of their activities during BC-19 will be able to smooth the confidence and trust curves faster than most. We will come out of this knowing the things we can (and should) do without as well as a very clear idea as to the organisations and people we want to be with, work with and relate to — because their values are our values. Those who hold profit and power above people will be the dinosaurs of AC-19 as a new, innovative world emerges into air, sea and sky.
The big job in 2021/2 will be to rebuild trust - smooth the confidence curve - so people are willing to begin agin and more into AC19 physically and mentally. It will be a different world and will need human creativity, collaboration and compassion to rebuild.
Let's use this time wisely and figure out how we can make if fair, just and new.
Wherever you are in the world, I wish you well. Stay safe, stay kind, stay informed — and stay home.
Last outing for a while occurred in Auckland on Tuesday, presenting communications help and guidance as part of a panel for The Alternative Board. The event was designed to help small to medium sized businesses work out how they are going to stay viable and get through the current COVID-19 pandemic.
I was speaking about communication - the need to plan, plan again, act, rethink and then plan again for what will be a very different normal if, as businesses and organisations, we manage to get through to the other side.
Health professionals the world over are working tirelessly to help the sick, develop a vaccine, manage the pandemic and more besides. Our challenge is to sustain our economic activities - working within official advice, instruction and guidance - so that people have jobs, demand is stimulated when shutdowns and capacity reductions have ceased. The big job as the after-effects move into 2021 will be to rebuild trust - smoothing the confidence curve pictured below - so people are willing to 'begin again', physically and mentally. It will be a different world and will need human creativity, collaboration and compassion to rebuild.
Video extract above for your information - if you need help, contact me and we can work out a remote consultation or training session - whatever would help you most. And remember - whenever possible, separate the facts from the fear.
Wherever you are in the world, stay safe, stay informed and stay kind.
Today's World Health Organisation declaration of pandemic changes the game. Life is going to be very different during this pandemic stage and down the track, we'll be viewing life in two separate chunks - pre-COVID-19 and post-COVID-19. Our post-COVID-19 society and economy will look very different.
I've put together the COVID-19 resource for small businesses and solo communicators and you can get that here. It will be updated regularly as situations develop and there's useful information for anyone involved with communications right now.
Another urgency for us isn't just dealing with the situation we are faced with now - we need to look beyond the now and into what will be the 'new normal' in the years ahead.
The 'flatten the curve' graph has been widely shared and illustrates what happens without intevention - flattening the curve helps reduce impact on health services - but there is another curve that needs the attention of those of us outside the health system - the confidence curve. As the pandemic heightens and spreads, confidence and trust in organisations, social and economic systems rapidly diminishes.
We all need to tend to this curve throughout the crisis phase as, without care, it will extend far longer than the pandemic and, together with trust, must be smoothed and sent upwards so when all are well, societies can recover and regroup - albeit in a very different way to the way we've been operating for the best part of a century.
The post-COVID19 world will be very different, challenging and require a lot of work from all of us to create what will essentially be new systems and - hopefully - an improved society.
Wherever you are in the world, I hope you stay well, stay informed and stay kind.
Covid-19 is now viral - in every sense of the word. New Zealand announced its first confirmed case today, with officials stressing that it was always a case 'of not if, but when'.
Most country outbreaks are, for the time being at least, as contained as they can be but we all know how easy it is to catch a cold and, as Covid-19 is the same family as the 'common cold' I have no doubt that in the coming weeks we will all be aware of someone with the illness (if not ourselves).
Miscommunication has been rife for weeks now and has resulted in some very nasty racist attacks and displays of xenophobia. Social media is pumped up with rumour and counter-rumour and economic fall-out is beginning to occur.
So what role for practitioners in all of this? Quite a significant one of course but perhaps one of the most valuable and potentially overlooked roles in this type of situation is that of the internal communication professional.
Organisations of all types will face many challenges in the coming weeks and months. Inevitably supply chains will be disrupted and customers numbers will diminish but the greatest challenge will be staying in business or continuing to provide service as staff either fall ill, self-isolate or have to remain home as carers. Internal communicators should have already prepared their crisis plan in conjunction with their HR and leadership teams and have a programme underway - if not, now is the hour.
Clear, factual and consistent communication will help organisations maintain some form of business continuity. Internal communications professionals need to help their colleagues understand how everyone will work together to manage staff shortages, remote working, public-facing service delivery, wellness and hygiene as well as situation updates as case numbers rise and more people become unwell.
However, where the real value will be evident is in those workplaces where internal communicators have been active already, successfully building strong internal relationships in workplaces that give priority to the employee experience. In those instances, the crisis communication plan will be particularly effective because the fundamentals of trust, commitment and loyalty between the organisation and its employees will already be in place.
Hopefully, the organisations out there who prioritise and value their employee relationships outnumber those that don't - and those are the workplaces and organisations where the value of internal communications will be visible to all.
Below is a piece I first posted on LinkedIn as part of Global Ethics Month - some food for thought, especially if your thinking how #ethicsmatter in your working life...
Amidst the clamour of competing public interests, opposing views and amplified opinions, whose ethics matter more - yours or mine? Whose news is fake - yours or mine? Who possesses the greater truth - you or me? If we shout loudly at each other for a sufficient length of time, will we successfully convince others of our ‘rightness’, or will we artfully wear them into jaded apathy, agreeing - or disagreeing - with one of us simply to secure respite from the noise?
Even if you are in the business of news, information, stories and facts, I suspect you’ve turned off the streams in recent months or weeks to escape the outrage, the ugliness and the despair relentlessly pushed into our feeds. Profit-and-power motivated click-baitery has almost reached its peak and, I suspect, its zenith approaches as we hurtle towards various national elections but, for now, we are still bombarded with the angry, with the hopeless, with the indiscernible truths, leaving us searching desperately for a dancing TikTok kitten to momentarily pause the pain.
This churning, chaotic, challenging communication environment is fracturing relationships, reshaping societal landscapes and confusing everyday values - which means the conversation concerning how, when, where and why ethics matter is more complex than a hashtag share.
As public relations professionals our job is to build and sustain the relationships that maintain our licence to operate. Relationships are at the heart of what we do and those relationships are supported by effective communication, understanding and behaviour. Good relationships are founded on trust, mutual benefit and satisfaction, commitment and loyalty, reputation and understanding but if our behaviours are bad, our communications deceptive or our narrative misleading those relationships will be null and void.
Unfortunately, today's society is deeply polarised - in no small part due to the grotesque manifestations of leadership we’ve witnessed in the last few years. This polarisation has caused chasms of dissent, aerated by impenetrable bubbles of opinion hardened by the increasing atmospheric pressure of social noise.
Our role isn’t to parrot or to amplify a polarising opinion. It is concerned with elevating ethical behaviour, communication and understanding so that the relationships critical to our licence to operate are founded on values that benefit society, our fellow employees, our communities of interest, our stakeholders and stake-seekers.
Here's a challenge for you - list and prioritise the common, core values of the 21st century. What, in 2020, do we all agree is good behaviour? What constitutes transparency? What does the virtuous organisation do? Are values-based organisations actually values-driven or are they playing lip-service to concepts they think might be useful people-pleasing memes?
Around the world there are many examples of stated values being disconnected from the lived experience of an organisation — so experiential communication is discordant and the wrong notes are struck. There might be a government that says it cares about flood victims but fails to convene the necessary emergency meetings to help those affected. There could be governing bodies that crow about a child’s right to life, yet imprison them at borders or leave them to grow up in squalor in ever-expanding refugee camps. Or there might even be companies that pledge money to global causes and charities but fail to pay their employees a living wage or provide decent working conditions. Actions speak louder than words and, in the fifteen years I’ve been writing and speaking specifically about the role of the practitioner as organisational conscience, in some cases, thankfully, actions have improved and we have seen organisations of all types begin to actively demonstrate and live their values rather than simply publish some aspirational waffle on their websites. But — and there is always a but — times change and one of the greatest changes has been in the way in which we use language. Instead of using language to develop relationships, understanding, shared meaning and improvement, be that improvement to society, productivity, sustainability, well-being, economy etc., language has been used (and abused) to create disharmony, discord and despair, again in no small part due to the destructive caricatures of leadership we have endured. This means as well as looking at our organisation’s actions, we must carefully consider and guide the language and tone used in all forms of communication. Question whether it articulates and demonstrates our values or whether we are demonstrating a disconnect between who we say we are, what we actually say and where we say it, be that in person, on Twitter, or the office front desk. How well, as an organisation, do we listen when we converse — or are we simply talking and sending out stuff? Language is critical - and the choices we make around the use of language are ethical choices forming part of our guardianship of our organisation’s integrity, character and reputation.
In the many ethics, risk and reputation sessions I have facilitated, one question is always asked. "What if the organisation I work for continues to behave unethically, despite my very best attempts to advise otherwise and enact change". And that’s when ethics matter most - when they inform your own decision making and empower you to do the right thing. The stark choice for a practitioner may be accepting bad behaviour and, compromised, remain with the organisation or, walk out the door. Livelihoods jeopardised in this way throw choices into stark relief but, if we have a developed understanding of our own ethical self, the only choice is to leave and to be better for it.
Many professional associations around the world have a code of ethics. Adhering to a code of ethics is often the main point of difference between professional practitioners and those who have decided to hang a sign outside their door to say they ‘do PR’. Many of those codes are based on Western philosophy and behaviours and neglect to include some essential components — for example the wisdom, philosophies and values of indigenous peoples. A failing yes, but at least the codes exist and form a starting point for practitioners — and my sincere hope is that global organisations will revisit their protocols with a multicultural and diverse eye rather than a dominant Western one as has tended to be the case. There are many tools and processes out there designed to help practitioners build ethical behaviours into their strategy and planning - pyramids, question trees, issue boxes - there’s really quite the list. Part of our role is to help our organisations determine and enact their values, often arising as part of a change management or cultural change programme so we must equip ourselves so we can facilitate and provide good counsel.
As public relations professionals we are involved in some powerful undertakings and the choices we make, be they concerned with behaviour or language, all have consequences. Speak out or stay silent - yup, consequences. Push back, ‘speaking truth to power’, - again, consequences. Tim Marshall, PRINZ Life Member, expert practitioner and go-to ethics person here in New Zealand is often heard to say 'public relations operates where issues collide'. I agree entirely and where issues collide, as practitioners, we need a strong sense of our ethical self in order to help our organisations navigate issues effectively and build ethical relationships that endure and are of mutual benefit. We also need the one capability that I prize most among practitioners but which the one capability most often forgotten - courage. Courage doesn’t manifest itself when things are easy. Courage is found only when situations are hard.
The Global Capabilities Framework provides us with a great steer as to how we can discover our ethical self — and it is easy. Devote time to your own professional learning so you are equipped to meet the challenges ahead and develop the following professional capabilities as outlined in the framework:
Photo by Joao Tzanno on Unsplash
Be careful out there - there's a smog of misinformation that's fuelling some ghastly symptoms. China is caught up in an outbreak of a new virus and the symptoms being displayed elsewhere in the world are abhorrent. There's a rise in racist attacks, social media is alight with spurious claim and counter claim and 'official channels' are leaving an information vacuum that shortens the incubation period for conspiracy theorists and online trolls.
The main source of information should be the World Health Organisation but their briefings fluctuate from suggesting the situation is dire to suggesting all is contained. Their video on the virus wasn't terribly helpful and, to be fair, I found it to be a poor explanation of the situation that raised more questions than answers - plus it was a very patronising use of a very un-diverse Doodly-esq type video platform. Given the resources available at WHO, I really think they could have done better and should do better.
A global pandemic has been in the top five risks on the Global Risk Index for a number of years now and we've seen SARS, MERS and Ebola outbreaks since 2000 - so why has the communication around this viral outbreak stalled in such an amateurish way? Leaving questions unanswered creates worry and fear - emotions that are happily pounced on by those who want to further their own xenophobic agenda. WHO states this is a 'novel coronavirus', so it is new, it is relatively early days in the cycle - although the toll for Chinese people has been both considerable and deadly - and they are still piecing together information. All understandable challenges but in communicating the situation, tone should have been addressed as well as content. Tone that demonstrates some compassion for those suffering from the virus. Tone that allays the fears of those who think they might contract the virus and tone that affords some authority to those speaking about the virus.
During our risk and reputation training sessions this month we've tracked the 'spread of information' connected to Novel Coronavirus 2019 and one thing all the workshop participants agreed on was the need to urgently look at their own crisis and risk communication plans.
The other active discussions concerned the societal responsibility of all communicators to allay fears and minimise the chance (risk) of racist attacks. Staying informed, keeping up-to-date with the changing situation so we can advise and communicate risks and issues - all absolutely part of our jobs which, if the last month is anything to go by, are going to get more challenging than ever.
And if you need some help with your risk, reputation and issues management - contact us today and be prepared.
Photo by Macau Photo Agency on Unsplash
I've started another blog as part of a training and development undertaking for a client and this week I addressed the lack of leadership and sheer disregard for an emergency situation demonstrated by Australia's leader Scott Morrison.
As Australia burns, he's been off on holiday, reluctantly returning only under media pressure, then off hosting the cricket instead of addressing the out-of-control blazes destroying lives and property - seemingly oblivious to the needs and situation of the thousands of Australians caught in the middle of this horrendous disaster.
I wrote last year about the need for compassion in leadership. Tragically, such compassion appears to be sadly lacking in any of the actions presented by Morrison.
The letter is here if you fancy a read but as an example of how not to manage or lead in a crisis Scott Morrison will be cited as an example for decades to come. And if you find yourself working with a leader like Scott Morrison who is evidently struggling with their role - call me, I'd be delighted to help you develop their understanding as to society and stakeholder expectations and what they need to do, rather than what they need to say. Actions always, always speak louder than words.
Photo by David Clode on Unsplash
Mental load is 'a thing'. A real thing that drags us into inertia when we really want to be up and running at speed. One of the many 'things' that suffer when we are under great mental load is our own professional development - the time and energy we should spend developing our own skills and capabilities.
This week I delivered a webinar for the Public Relations Institute of New Zealand (PRINZ) designed to unwrap and explain the Global Capabilities Framework, a guiding document that helps practitioners around the world determine what they need to learn or develop in order to become capable professional practitioners.
Launched in 2018 following an extensive two year research project covering public relations and communications practice in every content, the Global Capabilities Framework was led by the UK's University of Huddersfield in conjunction with the Global Alliance for Public Relations and Communication Management (GA). It was the culmination of perhaps a decade of work by the world's public relations community that looked to provide clear guidance for practitioners on professionals development pathways that could be adapted depending on country or cultural setting. Research was designed to answer some specific questions and issues that emerged at the 2016 meeting of GA leaders which in turn followed a series of workshops and investigations that began in 2013. Questions and issues included reputational issues for the profession as a whole, finding agreement on terminology, core duties and descriptors, variable access to training and education, complex social issues and relationships - there was an extensive remit.
The end result provides a comprehensive guide to the capabilities practitioners need to develop in order to provide the best professional advice and value to their organisations. It also informs professional associations and the continuing professional development they provide so, for example, in late 2018 I aligned all of the CPD offerings from PRINZ to the new framework so that practitioners would have a clear understanding as to how any particular course, webinar or workshop contributed towards strengthening or developing their individual capabilities. I've also aligned all the courses offered here at PR Knowledge Hub so that content can reflect and build the capabilities we would expect from a professional practitioner.
In the past - and this has been true the world over - professional development for public relations and communication management has focused pretty much entirely on skills - the things we do. We do many things and I'm sure you can rattle off a very long list of the things you do, which might include written, visual, digital, and oral communication, all sorts of content provision, research, measurement and evaluation, risk and issues management - your list will be as long as your arm, if not longer. The difference with the Global Capabilities Framework is that it covers our capabilities rather than specific skills and this was a very deliberate choice on the part of the research team. Their future focus makes the framework a very powerful tool and one that can help us structure our future learning.
The framework is a great step forward but the biggest step has to be taken by individuals themselves. Making time to learn, to increase your knowledge, develop your understanding - none of these things are luxuries. They are essential if you are to stay relevant, stay up-to-date and meet the challenges of working in an environment where in order to properly serve our organisations and societies we must be prepared to learn something new every day.
So my Christmas wish for you is that you are able to find the time to stop, look, plan and learn next year. I've just finished my twentieth year of continuously recorded professional development and I can honestly say I don't regret a single second of the time I've spent. We are extraordinarily privileged to work in a profession that presents us with daily challenges and change that keeps us sharp and on our toes. But. If we really want to make a difference and help people keep their critical organisational relationships alive, we have to grow. To be open to learning and not leave things to chance. So, Merry Christmas - and best wishes for a mind-expanding 2020.
We appreciate good leadership. Especially in times of crisis, times of hardship and times of pain - but what does good leadership look like in today's world? A world where leaders can often be harsh, bullying and seemingly take great pleasure insulting those they purport to lead?
I took a look at good leadership when I was honoured to present at 'PR Face Off', Malaysia's international public relations conference held in Kuala Lumpur.
I spoke particularly about the leadership shown by the New Zealand Prime Minister Jacinda Ardern at the time of the Christchurch Terrorist Attack in March this year. During that period of time the world saw a very different display of leadership - one that showed strength through compassion, resolve born of tragedy.
It is rare to see such a visible shift in leadership styles but it was a welcome shift. So many people around the world have been ground down by their leadership, rather than lifted up. Shouted over, rather than being heard.
One of the key elements of public relations practice is developing understanding and a vital part of that understanding is empathy. Crisis plans often a filled with the inherently practical and sadly there are few that look at, or include empathy, kindness, compassion and resilience - yet they should. Any crisis will see emotions run high and for leaders, how they deal with those emotions forms a critical part of their crisis response.
This time next year, I hope to see you in Auckland when the Public Relations Institute of New Zealand will be the country host for World Public Relations Forum 2020.
The World Public Relations Forum was started by the Global Alliance for Public Relations and Communication Management at the turn of the century. It runs every two years and brings together public relations and communications professionals from around the world.
It's a great event and one not to be missed as it is a rare opportunity to meet with colleagues, share best practice, new insights, the latest research, case studies - successes and failures - and take part in discussions that will shape the future of the profession.
The theme for WPRF2020 is Connecting with Courage - something in these uncertain times we must be willing to do, and to do well.
You can find details about the conference here and visit the PRINZ website here. Heck - you could even buy yourself a ticket!
About Think Forward
Think Forward is written by Catherine Arrow. It answers PR questions, highlights practice trends - good and bad - and suggests ways forward for professional public relations and communication practitioners.