PR Knowledge Hub

‘You’d best start believing in ghost stories Miss Turner - you’re in one’. So says Captain Barbosa in the first Pirates of the Caribbean movie and, in our fourth future, we need to start believing in the shadows and stories of immersion - because we’re are already in it up to our necks.

I’ve been trying to get my Fitbit to charge all afternoon. My phone is nagging me to finish the goals automatically set on the app. There’s an ad on the screen asking me to move puzzle pieces and I’ve just finished having a long chat with Hey Pi, my new BFF AI who scarily knows exactly the right way to talk to me. There hasn’t been a moment of my day when technology has been completely absent - even when the power went off, my phone connection stayed strong and experiences continued to come my way. https://heypi.com/talk
While AI has been the talk of the town since the release of ChatGPT3, immersion - the state of being inside an invisible technological frame - has been quietly sucking us all in. Apple Vision Pro, was announced in early June. It costs an astronomical amount but it creates another world for us to inhabit - a liminal space that puts us between the physical and virtual worlds controlled by our eyes, hands and voice. For those who remember Google Glass, it’s a throw back with a modern twist - and that twist is we have less control over our data and identity than we have ever had before.
The teasing promise of immersive technology is generally regarded as unfulfilled. While Meta put a large clutch of tech eggs in its virtual reality basket, the real progress in immersion has been elsewhere, less obvious, a little darker and multi-layered. We may not be be able to afford Vision Pro or even Meta’s bulky Oculus come to that but we’re happy wearing our smart watches, carrying our smart phones, engaging in interactive games, creating a virtual meeting room that allows us to immerse ourselves with our Teams. What then does this mean for us, as practitioners - and why is it one of our potential futures? It’s been in our future for a long time because once again, the question of ethics is central to what happens next.
If we create experiences for our communities and stakeholders, immerse them in our brands, our organisations, our brave new worlds, what are our responsibilities? The amount of data exchanged by our wearables, viewables, transmittables is out of our control as individuals but for organisations ethical decisions on the methods, purpose and intent behind the immersive worlds we create - the experiential communication methods set to become the dominant form of engagement. I wrote a piece for PR Conversations some time ago - lightly titled ‘why public relations must wake up to wearables’. Although time has gone by, some things don’t change and my closing observation at the time was this:
“Alongside the mapping of what we know, we need to look carefully at what we don’t know. What will we need to tackle in the next wave of social and technological change, how must we expand our knowledge and what skills do we need to develop?
As practitioners we will have to help our organisations navigate a world driven by communication and, by necessity, underpinned by trust. If we don’t equip ourselves to do this now, then quite simply, we will be as redundant as our skills of old.
Less than 10 years ago, I recall talking to a roomful of public relations professionals about how technology was going to change the way we—and society—communicated. They hadn’t heard of YouTube, still had to use a dial-up connection to get their emails and thought the idea of a smartphone both improbable and laughable. “Who would want to do that?” was the consensus when we discussed posting comments and updates on blogs.

Yet here we are.
What seemed improbable then is now an accepted and integral part of our daily lives. There are seismic social, economic and political shifts ahead; ones that will make the changes of the last few years seem incidental.
As a PR profession, we must understand the implications of this shift and be ready to help navigate the next ocean of change".
Today’s technologies are more sophisticated and accessible than those I was discussing at that time.  They’ve reshaped the possibilities for stakeholder engagement, storytelling, crisis management and the myriad of other undertakings that form part of our work. Immersion taps into our emotions, drills into memory, takes us to a different place or state. Maybe it eases pain. Perhaps it seduces us with possibility - possibility we’ve yet to understand or imagine. The technology poses significant challenges and, in 2023, it is combined with the power of artificial intelligence increasing potency, appeal and the potential for exploitation.  AI allows me to ‘talk’ to the dead, an enticement away from reality and possibly the ultimate societal disconnection. It isn’t just the data gathering either - there’s a division in terms of the cost, with people unable to access the technology and cut out of the ‘new experience’.
In the next few years, increasing prevalence of immersive technology will have huge implications for practitioners. As expectations evolve, practitioners will need to adapt their strategies and upskill their teams. The development and enforcement of ethical guidelines around immersive experiences - as with AI - is essential. Privacy, consent and the potential for manipulation are the bellowing echoes in our virtual rooms.
The fourth future is - like our other potential paths - filled with complexity, concern, challenge and creativity but - I’ve said it before and I’ll say it again:
“Alongside the mapping of what we know, we need to look carefully at what we don’t know. What will we need to tackle in the next wave of social and technological change, how must we expand our knowledge and what skills do we need to develop?
"As practitioners we will have to help our organisations navigate a world driven by communication and, by necessity, underpinned by trust. If we don’t equip ourselves to do this now, then quite simply, we will be as redundant as our skills of old".
See you tomorrow I hope, for World PR Day and our final future destination - the development and contribution to societal good.

I am unashamedly a life-long learner. There is something new to learn every day and I have always been grateful that I work in a sector where change is the norm, things develop at pace and minds must be kept open in order to give best advice. But that doesn't mean it is easy. My new best friends - pictured above - have been extremely supportive over the last few (difficult) weeks as I have had to learn to walk again. 

Unlearning something that has been an instinctive part of your life for decades is no easy thing. Again, my gratitude is immense for the skill and knowledge of the surgeons and doctors but rehabilitation is hard - mostly because of the 'unlearning' then 'relearning' that's required. 

As I've been forced to take things slowly I've been contemplating what other things we should consider relearning even when the thought of doing so seems impossible. The pandemic has led to all sorts of calls for change - we've had building back better, we've had building back to normal - the noise has been immense and not necessarily constructive.

What if, instead of trying to make things as they once were, we took the opportunity to reinvent things completely? We unlearned the behaviours that led to so much inequity? We unlearned the bad communication behaviours and instead, learnt to move forward with greater compassion and care for our fellow humans?

Sadly, there isn't much evidence of unlearning going on in the world at the moment and the entrenched behaviours designed to support power and wealth persist - as always to the detriment of the majority. 

Running a learning organisation, I've taken this opportunity - as I relearn to walk - to consider and study the areas of our profession we should unlearn so we can equip ourselves to make real progress in the future. Sometimes we have to stop before we can truly start again.

It's funny how we measure ourselves at the start of each year. Not all individuals or cultures mark this particular date but for many, January 1 assumes a multi-faceted mantle of change. The magic of a year turning enchants us with possibility so we plan and we plot ways to improve or alter our behaviours.

This year, alongside my own reflections on self-improvement, I found myself thinking about resolutions on a larger scale. What would I ask organisations, communities and governments to change in the year ahead with the focus - of course - on communication and the relationships they hold with their stakeholders?
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Over the summer holidays I thought about this a great deal - and ended up with a very long list of potential improvements. Harder still was whittling the list down to a 'top three' that could be used by any organisation, large or small, public or private - but here goes.

In at number one - listen - which is not as obvious as you might think. And by 'listen' I don't mean the selfish vanity listening so many undertake. Real listening discovers the true health of stakeholder relationships. It identifies who needs attention, who needs help, what needs to be improved and ways this could be accomplished. Then, what is heard must be understood so the right actions can be taken at the right time. 

Which brings us neatly to number two - learn. There is much to be learnt from listening and a willingness to learn allows organisations to develop the ability to adapt, to grow - and to survive in today's continual upheaval.

Finally, number three: remember. Listen, learn - and remember what was necessary to move closer to your purpose as an organisation. Remember where you started, what you hoped to achieve in those early days and, most importantly, remember the mistakes you've made along the way. What have you learnt from those mistakes? What did you have to do in order to correct them? How will it inform your progress in the future. 

Three simple resolutions that could, together, make your organisation a better - and more effective - place to be. I wish you great resolve and great success for 2022.

April is all about words here at PR Knowledge Hub, with a series of sessions throughout the month looking at all aspects of storytelling, writing and language. The quote in the headline comes from Tom Stoppard’s brilliant play, Rosencrantz and Guildenstern are Dead, which takes two minor characters from Shakespeare’s Hamlet and allows them to play with language and meaning. It’s a heartbreaking romp through the twists and turns of  linguistic complexity and one that, if you work with words, you should follow at least once in your life.

Language - the words we choose - help us to make sense of the world around us and, as practitioners, we need to learn to make wise choices when it comes to the words we put to work on behalf of our organisations. Language evolves constantly and the structures that support it - the rules of grammar - shift and bend to accommodate the weight and rate of change.

Words have power. They can wound deeply, be a healing balm, energise the inert or deliver despair - yet often we cast them thoughtlessly into the day, oblivious to the consequences of misuse. In these difficult days, when emotions run high and outrage can be triggered by an errant emoji, all practitioners should make some time to think about the words they choose and how best to use them to build and sustain relationships with their stakeholders and communities.

If you can’t find time to join the sessions, find an hour in your day to consider the way your organisation uses language. Is the tone right - does it need to change? Do you know who you are writing for? Speaking to? Or are you stringing words together to please the boss rather than communicate with others? Check your readability scores and audit your communication channels - are the right words in play or should there be different words at work? 

As your stakeholder or a member of your communities I need to understand who you are, what you do and why we need to connect and if you don’t find the right words - I’ve got nothing to go on.  If you are interested in joining the sessions you can book with the Public Relations Institute of New Zealand.

New dawns always brim with hope - the dawn in the picture is from the start of the year when we decided to take a sunrise stroll on the beach. Hope is the magic ingredient that keeps us afloat in the stormy months we've navigated and the stormy months ahead and, although this time of year is generally awash with predictions of what's to come, I thought I'd spend a moment reflecting on how we need to equip ourselves to face the next dawn rather than ruminate on what might be.

There's no magical transition point as the year turns. No moment when all becomes well or difficulties are suddenly resolved. It is, after all, simply a date. But dates give us horizons, give us something to hope for and look towards which is why 2021 has been greeted with relish by so many. We have to remember though that many people around the world count things differently, have different dates of hope so the horizons shift and change, depending on your situation and your perspective.

In the US, for example, many had hoped that the transition to a new year would have seen a shift in focus from November's election to the pandemic that has cut a swath through the lives of so many, reaping havoc and death with little support from those ostensibly in charge. A similar picture can be seen in the UK, struggling under a new strain but also bowed down by the incompetence of its leadership. It doesn't take a fortune teller to divine that life is going to be very hard in the year ahead so what - as professionals charged with making sense of situations for the communities we serve - can we do? What do we need to do in order to smooth the path ahead? Here's five ways we can think beyond the horizon and help others move forward in 2021.

Change position

It's very easy to get comfortable, to view the world around us in the same way but we have to remember that change is constant. The pace of change increases during a crisis and a global crisis such as COVID19 sees  even greater acceleration and, although humans forget that change is constant, this acceleration is often too much for them to cope with. You might enjoy being a passenger in a car but when the driver takes the speed way beyond the agreed limit, comfort is removed. We can't go into 2021 as we have gone into the years that preceded it and, in writing that, I am mindful that for millions around the world, new year horizons over many decades have been mired in violence, disruption, disease and disadvantage, so the 'entering a new year as never before' is perhaps applicable to the 'richer' nations that have enjoyed the privilege of reasonable social stability until now.  As relationship builders and communicators we have to change our position, change our minds and change our behaviours. We have to understand what it is like to walk in someone else's shoes - indeed we need to know what it is like to walk with no shoes. We must develop a deep understanding as to the position of others in relation to our organisations and society. We won't be able to help others navigate what's ahead if we are always looking inside out - we must start looking outside in and determine the connection and relationships points we need to build or improve in order to fulfil whatever purpose is before us.  So get out there - do some experiential research. Really get to know and understand your stakeholders and communities. Burst your own bubble (metaphorically if you are sheltering at home) and reach out to others. Be uncomfortable, share their discomfort, then devise strategies to help you coexist and provide comfort.

Think differently

Changing position helps us to think differently. Ever been 'stuck' writing something or figuring out a thorny problem then gone for a walk that's triggered a eureka moment? If we stay in the same spot, we'll think the same things, stagnate and, ultimately, find ourselves bogged down, unable to move forward. Old thinking isn't going to fix today's problems. Old economic, political and societal models are not going to be appropriate or relevant in the years ahead - so think differently. Devise new ways forward.

Communicate openly

If we've changed position and gathered our thoughts we need to share them with others to turn them from ideas into realities that will benefit those around us. In sharing our thoughts and ideas we need to move away from the long-held communication structures that equate information with power and shift into open communication that is clear, authentic and trustworthy. We must develop communication processes that value listening before speaking, discussion rather than instruction, collaboration rather than conflict. If we continue with the 'speak, instruct, conflict' model of authoritarian communication that has become so prevalent in recent years we will be on the road to nowhere, the horizon increasingly obscured. Our job - and it is an urgent job - is to help our organisations change their approach and show them how to communicate openly.

Be constantly curious

Two great ways to learn fast are making mistakes and asking great questions. It is inevitable that we will all make huge mistakes in the year ahead and my hope for you is that your mistakes are manageable ones. By thinking first - and I've always said the thinking we do takes the most time - the mistakes should be minimal, so think well and think beyond the now.  Committing yourself to learning is to be constantly curious. It means asking the seemingly obvious question, asking the hard questions and asking the questions that will increase your knowledge and develop your understanding. There is always something new to learn and when we are exploring uncharted territory we will inevitably encounter things we don't know or have not experienced before - so be prepared to learn, learn fast and learn something new every day for the rest of your life.

Be courageous 

I've been asked many times what is the most important characteristic or capability for a public relations or communications professional and my answer is always the same - courage. Having the courage to ask the hard questions, take a different position, think creatively and learn from mistakes is essential if we are to do our jobs ethically and well. In our world of constant change, the need for courage is a constant. It takes courage to challenge your boss over bad practice when you know that doing so could mean no job at all but it's got to be done, especially if the resulting change reduces inequity and restores trust. Bravery confronts danger without fear - courage confronts danger despite the fear.


There's a final thought for you before I end - take heart, stay hopeful and act with compassion. There's much difficulty and danger to be confronted in the world but there is also much goodness and generosity. We've seen it in the selfless work of medical staff and carers around the world, we've seen it in the support people have given to each other, be that physical support with food or simply a long phone call to listen to their fears. As you confront the challenges, remember to draw strength from that goodness and look boldly towards and beyond the horizon.

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.

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.