PR Knowledge Hub

Are you ready for the challenges ahead? For the impact artificial intelligence will have on public relations?  On society? The pandemic caused a paradigm shift for millions with a leap to digital they never thought they’d take - but the change was coming long before then. 

Subtle steps have taken us towards everyday artificial intelligence and the deployment of digital entities that sooth our emotions, help our daily tasks and act as companions at home.  In case you missed it, that paradigm shift has even greater implications for public relations and communication practice, reshaping our work, redefining the relationships we build, the reputations we guard and the risks and issues we manage. 

I tackled the topic recently in a webinar which you can access here. It takes you through the developments, the opportunities and the concerns of artificial intelligence, digital and human relationships and the problems we might expect.

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.


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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.