Imposter syndrome and public relations

The reality of public relations practice doesn’t match up to its own perception. It’s characterised by missed opportunity and a failure to realise its potential.

Three months into PhD research I’ve discovered that public relations is defined by a series of contradictions.

Switching from a solution focused mindset to a reflective mindset is the most challenging aspect of working in both practice and academia.

In practice we solve problems by examining data and proposing a hypothesis based on a hunch. We rarely apply science. The market judges the effectiveness of our solution and the quality of execution.

In academia we solve a problem by reading around the body of knowledge, producing a hypothesis, and conducting original research. Peers judge our contribution to knowledge through peer review.

My initial study of the body of knowledge in public relations reveals an immature profession. It is challenging to make a connection to the contribution to management and strategy.

There is no unifying theory of public relations. There are countless worldviews. The same term is used to describe the application of practice in a public health setting as on behalf of an oil major. It’s used to describe a range of activities from publicity to stakeholder management at the highest levels.

Public relations practice is uncertain of itself. It’s built on a thin veneer of theoretical knowledge. When did you last cite a public relations theory or indeed apply any aspect of science in your day job?

There is limited interchange between theory and practice. There are very few communities, events, or shared media. This is despite almost every aspect of the modern profession from artificial intelligence to algorithms, and from influencers to misinformation, has been explored by researchers.

It strikes me as a dreadful waste of intellectual capital and a huge, missed opportunity.

These contradictions have become a daily part of studying public relation practice. It’s hard not to get frustrated.

Practitioners aspire to be part of the management function in an organisation. Our view of internal and external stakeholders gives us a unique contribution to planning and decision making.

Unfortunately, we’re typically demoted to an operational function, creating content and communicating decisions or supporting sales activity on behalf of management or marketing.

My goal of exploring the contribution of public relations to innovation has no basis in existing research literature. However three months in I think that I’ve found my niche in the gap between the contribution that public relations thinks that it makes to management planning and decision making, and the reality.

The activities, budget and metrics of a public relations function should align with the organisation’s plan, but how often have you found these to be disjointed? There’s a whole sphere of debate around the measurement of our work. It shows a lack of confidence.

We aspire to be the conscience of an organisation supporting it in defining its purpose and delivering its values and yet we are rarely part of conversations about finance, sustainability or reporting standards.

Demand for practitioners and the value they deliver to organisations has grown each year that the PRCA has analysed the market in the UK. It grew by 6% in 2021, contributing a record £16.7bn to the economy, and comprising of 99,900 practitioners.

Research shows that while our expertise is welcomed by the most senior managers within an organisation, only exceptional practitioners are deemed good enough to operate at this level.

Professional standards, recognised by colleagues in other management roles, are part of the solution to public relations realising its potential, but here too practitioners are found wanting. All but a minority of practitioners shun professional development, continuous development, and qualifications.

I’ve asked my supervisors why they continue to work in a market that seemingly fails to learn and doesn’t appreciate their work. You don’t need an academic to tell you that it’s a massive opportunity.