Role of communication professionals in media trust

Every year, right on cue at the end of the year, the declaration that “PR is dead” makes its rounds. Below is this year’s version, which claims, “There’s no such thing as PR anymore.” The teaser headline misses the point about how much the public relations function has evolved and advanced. PR hasn’t disappeared; instead, it has moved closer to the center of business strategy, governance, and stakeholder trust. What was described is the demise of a narrow, media relations, or publicity-only approach, not the irrelevance of PR’s core value. The claim hinges on the assumptions that PR is only newsroom work, that paid digital and performance marketing have made it obsolete, and that communications can be fully absorbed into marketing. In reality, modern and business-critical PR encompasses corporate and brand reputation, stakeholder engagement, issues and crisis management, public affairs, internal communications, and thought leadership - all of which sit upstream of traditional marketing activity and often answer to the CEO and board. Reducing PR to “there’s no such thing as PR” ignores the way organizations are structured and governed today. Insights from the PR Council show that clients are not walking away from PR; they are seeking greater accountability and integration from it. In a recent survey conducted by the PR Council and AMEC Measurement and Evaluation, more than two-thirds of agencies reported that most or all of their clients now require formal measurement and reporting to showcase the value and impact of PR and communications initiatives, indicating that PR is being held to business metrics rather than activity outputs. Reputation, share of voice, and thought leadership emerged as the top metrics, strategic indicators of market positioning and executive authority, not mere media vanity metrics. Page Society, the leading professional association for senior public relations and corporate communications executives and educators, also continued to emphasize that the function today is key to corporate brand reputation and stakeholder engagement. Today, we (along with our clients) operate in a high-stakes, high‑expectation environment where employees, regulators, communities, and investors judge companies on purpose, behavior, and transparency. This requires sustained, strategic communication embedded in how companies show up. Collectively, PR manages relationships and trust with all stakeholders, something that no ad buy can replace. You cannot media buy your way out of a trust or reputation deficit. Company values, both tangible and intangible, are shaped by reputation, trust, and corporate character, which PR helps manifest or enhance. So, how about telling a story that illustrates how the outdated "hits” by the pound approach is no longer how PR should be characterized? Are you with me?

PR & Communications: the most overlooked strategic asset. Too often, PR and Communications are seen as tactical functions — press releases, media drops, social posts. Nice to have, but not core to strategy. The reality is very different. When done right, PR & Comms shape reputation, build stakeholder trust, and safeguard the licence to operate. They influence investor confidence, parent loyalty, staff engagement, and even regulatory alignment. What I’ve learnt is simple: • Reputation drives value. A strong reputation can open doors faster than any sales pitch. • Trust is currency. Without it, growth stalls — with it, possibilities expand. • Narratives create meaning. They move people from awareness to belief, and from belief to action. PR & Communications aren’t side-notes to strategy — they are strategy. Organisations that realise this don’t just communicate; they lead.

For the past few weeks, I have been engaging my circles in conversations around Marshall McLuhan’s enduring insight: If you misunderstand the medium, you weaken the message before it is even read. Decades ago, McLuhan stated, “The medium is the message.” Yet many leaders still concentrate on drafting the perfect statement while overlooking the strategic implications of the platform carrying it. In today’s communication ecosystem: • A press release communicates institutional formality. • A LinkedIn post communicates professional accessibility. • A live broadcast communicates immediacy and accountability. • An AI-generated response communicates efficiency — but may also raise questions about authenticity. The content may be identical. The perception will not be. Platforms are not neutral conduits. They shape authority, trust, urgency, and ultimately public reaction. For Public Relations professionals, strategy must extend beyond message construction. It must incorporate platform intelligence — a deliberate understanding of how digital environments influence interpretation before audiences engage the substance of the message. In an algorithm-driven era, medium selection is no longer a technical decision. It is a reputational one. Are leaders paying sufficient attention to the medium they choose? #PublicRelations #StrategicCommunication #LeadershipCommunication #DigitalPR #MediaTheory

𝗥𝗲𝘁𝗵𝗶𝗻𝗸𝗶𝗻𝗴 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗼𝗻𝘀 One of the most valuable lessons I've learned in my career: effective communication isn't about reaching the largest audience—it's about reaching the 𝘳𝘪𝘨𝘩𝘵 one with the right message. The most successful communications teams are fundamentally rethinking their approach to media strategy and audience engagement. Here's a framework that's transforming how leading organizations approach communications: 𝗠𝗼𝘃𝗲 𝗕𝗲𝘆𝗼𝗻𝗱 𝗗𝗲𝗺𝗼𝗴𝗿𝗮𝗽𝗵𝗶𝗰𝘀 𝘁𝗼 𝗗𝗲𝗰𝗶𝘀𝗶𝗼𝗻 𝗗𝗿𝗶𝘃𝗲𝗿𝘀 Instead of traditional audience segmentation, focus on understanding the forces shaping stakeholder decisions. The key isn't just who they are, but what drives their trust, influences their choices, and shapes their perceptions of corporate reputation. 𝗘𝗻𝗴𝗶𝗻𝗲𝗲𝗿 𝗧𝗿𝘂𝘀𝘁 𝗧𝗵𝗿𝗼𝘂𝗴𝗵 𝗘𝗰𝗼𝘀𝘆𝘀𝘁𝗲𝗺𝘀 Stop thinking in channels and start thinking in ecosystems. Modern communications impact happens when you orchestrate multiple touchpoints that reinforce each other—from employee voices to industry analysts to social proof. It's about creating a web of credibility, not just placing stories. 𝗠𝗲𝗮𝘀𝘂𝗿𝗲 𝗪𝗵𝗮𝘁 𝗠𝗼𝘃𝗲𝘀 𝗠𝗮𝗿𝗸𝗲𝘁𝘀 Replace vanity metrics with value metrics. The future belongs to communications teams that can draw direct lines between their work and business outcomes: - Reputation scores that correlate with revenue - Employee sentiment that predicts retention - Stakeholder trust that enables innovation and growth 𝗕𝘂𝗶𝗹𝗱 𝗥𝗲𝗽𝘂𝘁𝗮𝘁𝗶𝗼𝗻 𝗖𝗮𝗽𝗶𝘁𝗮𝗹 Think of reputation as a strategic asset that needs to be actively built and managed, not just protected. This means moving beyond crisis management to proactive reputation building that creates competitive advantage. 𝗧𝗵𝗲 𝗖𝗼𝗿𝗲 𝗜𝗻𝘀𝗶𝗴𝗵𝘁: Communications isn't just about being heard anymore—it's about building the trust and reputation capital that enables organizations to succeed in an increasingly complex stakeholder landscape. --- What's your take? How do you see this framework for strategic communications evolving in your organization? Which elements do you think will become most critical in the next few years?

#PSA To my fellow publicists: you don’t influence journalism. And your life would be much easier if you understood that. Journalists influence journalism. Editors influence journalism. Publicists? We influence access. We influence framing. We influence timing. But we do not dictate the narrative. Too often, I see PR professionals pitch like they’re the headline writer, or send follow-ups expecting control over the outcome. That’s not the job. Our role is to build trust, not manufacture outcomes. To collaborate, not control. To understand the nuance between placement and partnership. Once you accept that your job is to offer context, not commands—you’ll work with the press, not against it. And trust me: that’s when the real wins start to happen. #PublicRelations #MediaStrategy #PRWisdom #ProphecyBrand #EarnedMedia #StorytellingWithIntegrity #MediaRelations #CulturalMarketing

As a PR and Communications specialist, one of the most powerful tools at our disposal is personal storytelling , especially in industries like energy, where technical jargon can often overshadow human impact. The energy sector isn’t just about infrastructure, regulations, and policies; it’s about people communities affected by projects, employees driving innovation, and leaders making critical decisions that shape the future. In an industry driven by innovation and policy, the way we communicate these stories directly impacts public perception, stakeholder trust, and business success. A well-crafted narrative around sustainability efforts, leadership decisions, or crisis response can build credibility, influence engagement, and enhance reputation management. Authenticity and transparency in communication are what differentiate industry leaders from those struggling to gain traction. For senior leadership, PR and communication strategy isn’t just a function it’s a business imperative. It shapes decision-making, strengthens credibility, and drives visibility across key initiatives, whether through earned media, thought leadership content, or digital engagement. In an industry where trust and transparency are paramount, strategic storytelling can be the difference between industry leadership and being lost in the noise. How is your company leveraging storytelling to build trust and engagement in the energy sector? Let’s discuss! #PR #CommunicationsStrategy #Marketing #EnergyIndustry #Storytelling #ReputationManagement #Leadership #Branding

Dear Communication PRofessionals, There are two types of impact in impact communication: The kind our organizations deliver, And the kind stakeholders believe our organizations delivered. 1. Impact by vision, mission and execution (substantive impact) 2. Impact by Messaging (perceived impact)   Impact by vision, mission, and execution is substantive impact. It is the reality of the organization. It is the actual change or value created by what the organization does. It is found in the quality of a product It is found in the reach of a program It is found in the effectiveness of a service It is found in the behaviour of leadership and teams   Impact by messaging is perceived impact. It is the perception of the organization. It is the change or value stakeholders understand, feel, or act on because of how it is communicated. It is found in the clarity of narrative It is found in the visibility of efforts It is found in the emotional resonance of stories It is found in the credibility and consistency of what is said   Organizations with real impact (Type 1) but no perceived impact (Type 2) get ignored. Organizations with perceived impact (Type 2) but no real substance (Type 1) eventually get exposed. Impact by execution informs trust. Impact by messaging informs attention. Impact communication happens only when delivery of the two align. One without the other is incomplete. Thus, In the absence of impact, our job is to surface the truth, reconnect the dimensions and help our organizations recalibrate. Thus, In the absence of impact, we, communication professionals, move from narrators to diagnosticians, It means we turn to helping our organizations find clarity, coherence and a path forward... One of duties is to keep the organization on toss. That means we are responsible for keeping our organizations alert, adaptable and responsive. That means we help our organizations stay ready, on edge and poised for change. That means we have to continuously monitor and steer our organizations to sustain and deepen its impact. That means our role involves ongoing stewardship to maintain alignment between what our organizations deliver and what stakeholders perceive. And that, in summary, is the famous 'shared meaning'.

In PR and comms, reputation comes down to one thing: trust. I recently spoke with Narrative Strategies CEO Ken Spain on our Clipbook webinar about what it takes to earn - and maintain - trust in today’s fast-paced media environment. Some key takeaways from our conversation: ➜ Rely on data, not assumptions. Ken stresses rigorous testing - whether it’s focus groups, interviews, surveys - to understand what truly resonates with your audience. It’s the best way to test and validate your messages before going public. ➜ Know your audience. Your most critical stakeholders may not be who you expect. Make sure you map out all relevant stakeholders, even those on the edges who can quietly influence how others see your brand. ➜ Be deliberate with your message delivery. Does earned media - or paid ads - make sense? Targeted digital campaigns or influencer marketing? In any scenario - make sure your channels fit your audience and goals. ➜ Build alignment internally. Comms pros are often the connective tissue across functions: marketing, investor relations, legal, risk, digital, and more. They must create strong internal consensus - otherwise external trust will fall short. Master these four strategic pillars, and you’ll be equipped to protect your brand and navigate any reputational challenge that comes your way. Link to our full conversation in comments below 👇

Deepfakes aren’t a tech story. they’re a trust story A few days ago, a doctor in Hyderabad lost money to a #deepfake video that showed a cabinet minister “endorsing” an investment scheme on #Instagram. If that sounds distant, it isn’t. This is the new fraud funnel: authority, urgency, proof… all manufactured at scale. As #communicators and leaders, we can’t outsource this to compliance or IT. #Trust is now an operational KPI. What we as communicators need to do? •      Treat digital hygiene like fire safety. Run quarterly drills that teach people how fakes travel and how to report them •      Publish an authenticity sheet. List official handles, verified domains, escalation numbers and a simple “how to verify” flow for customers and employees •      Watermark outbound content and adopt content credentials where possible. Make the real easier to prove than the fake is to spread. •      Rewrite influencer and media contracts with an “authenticity clause” and takedown SLAs. If your face or footage is misused, minutes matter. •      Stand up a rapid debunk protocol. Pre-approved copy, visuals, spokespeople and a single public link that carries all corrections. •      Close the platform loop. Nominate a trust lead who keeps warm lines with platform policy teams so your takedown requests don’t start cold. Silence helps the scammer. Clarity helps the vulnerable. What would you add to this deepfake playbook? If you’ve seen a convincing fake lately, share it below and let’s decode why it worked. #digitalsafety #misinformation #brandprotection #reputationmanagement #contentauthenticity #aiethics #factchecking #onlinescams #communications

Working through the pandemic taught me just how much misunderstanding exists between health professionals and communicators and how much more we would need to collaborate and learn from each other. Here are some lessons I carry with me: 𝟭/ 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗼𝗻 𝗶𝘀 𝗻𝗼𝘁 𝗮 𝘀𝗶𝗹𝘃𝗲𝗿 𝗯𝘂𝗹𝗹𝗲𝘁. Messaging cannot fix broken health operations. If a product is unavailable, if guidance shifts without explanation, or if service experience is poor, no message will rebuild trust in the product, program, or institution. 𝟮/ 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗼𝗻𝘀 𝗳𝘂𝗻𝗰𝘁𝗶𝗼𝗻 𝗶𝘀 𝗼𝗳𝘁𝗲𝗻 𝘁𝗵𝗲 𝗳𝗶𝗿𝘀𝘁 𝘁𝗼 𝗯𝗲 𝗯𝗹𝗮𝗺𝗲𝗱 𝗳𝗼𝗿 𝗳𝗮𝗶𝗹𝘂𝗿𝗲. In emergencies, health authorities delayed or tightly controlled communication. By the time messages reached the public, trust in institutions and guidance had already eroded. This was often a political choice, not a decision by communications teams alone. 𝟯/ 𝗪𝗲 𝗺𝘂𝘀𝘁 𝗮𝗹𝘄𝗮𝘆𝘀 𝗯𝗲 𝗰𝗹𝗲𝗮𝗿 𝗮𝗯𝗼𝘂𝘁 𝘁𝗵𝗲 𝗼𝗯𝗷𝗲𝗰𝘁𝗶𝘃𝗲𝘀 𝗼𝗳 𝗰𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗼𝗻. There's no one size fits all approach. Risk communication, behavior change, institutional credibility -- each has different aims, strategies, and metrics. Without clarity, communicators and health professionals talk past each other. 𝟰/ 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗼𝗻𝘀 𝗶𝘀 𝗮 𝗰𝗿𝗼𝘀𝘀-𝗰𝘂𝘁𝘁𝗶𝗻𝗴 𝗰𝗼𝗺𝗽𝗲𝘁𝗲𝗻𝗰𝗲. Everyone in health needs good communication skills, just as everyone needs basic data or tech literacy. But just as not everyone can be a data scientist, not everyone can be a communicator. We need to cultivate both the shared skill and the specialist expertise. 𝟱/ 𝗖𝗼𝗹𝗹𝗮𝗯𝗼𝗿𝗮𝘁𝗶𝗼𝗻 𝗯𝗲𝘁𝘄𝗲𝗲𝗻 𝗵𝗲𝗮𝗹𝘁𝗵 𝗽𝗿𝗼𝗳𝗲𝘀𝘀𝗶𝗼𝗻𝗮𝗹𝘀 𝗮𝗻𝗱 𝗰𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗼𝗿𝘀 𝗺𝘂𝘀𝘁 𝗯𝗲 𝗶𝗻𝘁𝗲𝗻𝘁𝗶𝗼𝗻𝗮𝗹𝗹𝘆 𝗽𝗿𝗮𝗰𝘁𝗶𝗰𝗲𝗱. Communicators need to learn the objectives of the programs they support. Health professionals need to use communication frameworks as part of implementation, not just treat it as media training. Together, they can build trust in services, products, and institutions. 𝗕𝗲𝗶𝗻𝗴 𝗮𝗻 𝗲𝘅𝗽𝗲𝗿𝘁 𝗰𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗼𝗿 𝘁𝗮𝗹𝗸𝗶𝗻𝗴 𝗮𝗯𝗼𝘂𝘁 𝗵𝗲𝗮𝗹𝘁𝗵 𝗶𝘀 𝗻𝗼𝘁 𝘁𝗵𝗲 𝘀𝗮𝗺𝗲 𝗮𝘀 𝗯𝗲𝗶𝗻𝗴 𝗮 𝗵𝗲𝗮𝗹𝘁𝗵 𝗲𝘅𝗽𝗲𝗿𝘁 𝘄𝗵𝗼 𝗶𝘀 𝗴𝗼𝗼𝗱 𝗮𝘁 𝗰𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗼𝗻. Both bring unique strengths. The diversity of opportunities this creates is what makes our work better, if we choose to value it. Lastly, let’s be honest: 𝗶𝗺𝗽𝗿𝗼𝘃𝗶𝗻𝗴 𝗰𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗼𝗻 𝗶𝘀 𝗻𝗼𝘁 𝗷𝘂𝘀𝘁 𝗮𝗯𝗼𝘂𝘁 𝗼𝘂𝗿 𝗽𝗲𝗿𝘀𝗼𝗻𝗮𝗹 𝘀𝗸𝗶𝗹𝗹𝘀. 𝗜𝘁 𝗮𝗱𝗱𝘀 𝗻𝗲𝘄 𝘁𝗮𝘀𝗸𝘀 𝗶𝗻𝘁𝗼 𝗼𝘂𝗿 𝗷𝗼𝗯𝘀. That work should be recognized as part of our roles, supported with training, and compensated accordingly. Otherwise, it risks becoming an invisible expectation rather than a valued contribution. 𝘞𝘩𝘢𝘵 𝘢𝘣𝘰𝘶𝘵 𝘺𝘰𝘶? 𝘏𝘰𝘸 𝘩𝘢𝘴 𝘺𝘰𝘶𝘳 𝘶𝘯𝘥𝘦𝘳𝘴𝘵𝘢𝘯𝘥𝘪𝘯𝘨 𝘰𝘧 𝘩𝘦𝘢𝘭𝘵𝘩 𝘤𝘰𝘮𝘮𝘶𝘯𝘪𝘤𝘢𝘵𝘪𝘰𝘯 𝘤𝘩𝘢𝘯𝘨𝘦𝘥 𝘴𝘪𝘯𝘤𝘦 𝘵𝘩𝘦 𝘱𝘢𝘯𝘥𝘦𝘮𝘪𝘤?