Thanks, Kezia - this is my own experience during my tenure at
Fleishman-Hillard's Silicon Valley subsidiary - I made the pitches and
handled the high-level client contacts, but really junior people did the
work. Unlike most execs, I spent time mentoring the juniors - and bailing
them out when they screwed up with the media (without making a federal case
of it) - but this is also why I now have what I call a "senior executive
model" agency - I only work with men and women who've got at least 20 years'
experience. My one "flex" in this rule cost me a client, and I only have to
do that once to realize the error of my ways.
I've just completed a column for IABC's flagship publication on this topic
(which is why I asked for a sense of the list-members on this
ethics/reputation topic) - you all have been very helpful (and no, I didn't
quote anybody - but I referenced the consensus that Kezia so effectively
Thanks to all
Ned Barnett, APR
PR/Marketing Fellow, American Hospital Association
Barnett Marketing Communications
420 N. Nellis Blvd., A3-276
Las Vegas, NV 89110
Exceptional Marketing for Exceptional Clients
] On Behalf Of
Sent: Tuesday, June 17, 2008 7:11 PM
Subject: [prbytes] Re: [PRMindshare] XP - What is the PR profession's
reputation - and why - and wh
Highlights of a response from a hack:
"There are many, many PR practitioners I like and respect. But I can't
say I've had an overwhelming number of positive experiences with the
PR industry over the past 35 years."
He adds that he sees "grand possibilities for PR," so that's a
positive outlook, at least. He says he has seen
"...a long parade of young, enthusiastic and generally bright men and
women with dangerous levels of inexperience, and management that has
neither the time nor the inclination to train them properly."
Further, what he's seen results generally from incompetence, not a
lack of ethics.
I ascribe this perspective on the fact that in many agencies, senior
execs contact prospects and meet with them to close the deal, then
low-level account people do most media outreach and day-to-day
management - particularly on unprofitable accounts.
These junior staffers rarely interact with clients. Strategic
information about the client and its business practices is hoarded by
senior staffers and doled out to underlings on a need-to-know basis.
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