Corporate Communications Mantra — Patience and Endurance Can Effect Change
Corporate Communications has evolved from specialization in media relations, issues management or internal communication to driving an organization’s reputation agenda that fosters deep relationships with their communities.
At the recent Fierce Pharma PR & Communications Summit, I shared the stage with some leaders and friends representing large pharma and small-to-mid size biotechs to discuss the “Evolution of the Corporate Communications Role”, where we all contributed perspectives on engagement, proactivity and serving as an agile leader.
And of course, as soon as I got off the stage, I had that, “Oh, I meant to say this,” moment. So, here’s my post-event contribution.
We were asked, “What keeps you up at night? What’s changed in the last 10 years that concerns you?” I spoke about how news and disinformation work at an accelerated pace, requiring us to rethink how we engage with our allies and detractors.
Related to that, I wanted to add how patience is required to effect change, especially when mitigating issues and bolstering reputation. As healthcare PR professionals, we should be the advocates and the consensus builders who lean in with our colleagues or stakeholders to find the solution that meets the moment and matches the mission. Sometimes that requires driving radical – even uncomfortable – candor to create alignment. Ultimately, the reward is finding that opportunity to push ourselves to better serve those who matter most, specifically patients.
Pulling back, investors and professionals share this viewpoint. In the latest installment of FTI’s “CEO Leadership Redefined” research series, most respondents believe that CEOs should take their responsibility to society, especially during times of social change. As someone who’s been involved in the issue of access and affordability, it’s not surprising that the top issue these stakeholders want CEOs to speak out on are the US economy and healthcare costs, respectively. Not simple matters, and addressing these areas can be a tricky minefield, but investors and professionals are watching and shaping their opinions (92%, 77%, respectively) based on what CEOs say publicly. It is probably safe to say they’re assessing reputations based on what’s not said, as well.
It can be a hard road to travel, especially when prolonged issues and the 24-hour news cycle wear teams down. That’s where our investment in bringing change becomes vital. My concern is always: can we bring it fast enough before the damage is solidified?
As a communicator, how do you manage long-term, enduring issues? Shoot me an email and let’s discuss.
| The views expressed in this article are those of the author(s) and not necessarily the views of FTI Consulting, its management, its subsidiaries, its affiliates, or its other professionals.
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