Inventory No:
6C-040706
Format:
Reprint
Title:
Turning the Career Spotlight Your Way: Three proven tips to make your mark in the workplacePublic Relations TacticsRedmund, Dave APR,
4/2007
Summary:
Those who work in public relations excel at promoting the contributions and accomplishments of others. When itcomes to promoting ourselves, though, we falter. It’s simply not our nature to want the spotlight. Still, there comesa time in our careers when we want to do more, say more, be more. For PR practitioners, especially youngprofessionals, there are three important steps to making a name for yourself.
Full Text:
Those who work in public relations excel at promoting the contributions and accomplishments of others. When itcomes to promoting ourselves, though, we falter. It’s simply not our nature to want the spotlight. Still, there comesa time in our careers when we want to do more, say more, be more. For PR practitioners, especially youngprofessionals, there are three important steps to making a name for yourself.o Seek challenges.My first professional job was with a regional association. Updating the organization’s member directory was myfirst assignment — not a glamorous task by any means. However, while researching infinite details about ourmembers, it occured to me that our association needed a proactive public affairs program. On my own time, Idesigned a strategy for tying together our media relations, lobbying and member retention efforts.I pitched this concept to my boss; he liked it and gave me the chance to bring that strategy to life. The lesson?Show initiative. Many PR teams are strapped for time and resources. Provide that extra spark of energy. Do whatyou’re assigned, of course, but also ask, “What more could we do? What more should we do?” Then make ithappen. Don’t worry if it’s not a task you’ve done before. If you have the idea inside of you, chances are you havethe core skills to deliver. Your leader will likely be happy to give you whatever guidance you need — and thedevelopmental opportunities you deserve.o Stand tall.So, you’ve earned more responsibility. Now what? After leaving the association, I worked in a small agency forseveral years, supporting a number of clients, including a Fortune 250 corporation. That experience earned me anopportunity in the corporate world, which I entered as an integrated communications specialist. I had no idea whatthat meant, other than getting media relations and employee communications to work in synch with the sales andmarketing teams.My first assignment was to conduct a national assessment of the sales climate. It was a politically chargedresponsibility for which I was given little direction and virtually no day-to-day support. But I knew that thisassignment was the beginning of my shift from tactician to strategist. I took a deep breath and plunged into thework. I trusted my experience, but validated gut instincts with key leaders across the organization. I builtcredibility by believing in myself and being honest with others. Sure, I made mistakes along the way, but I blazeda trail within the organization and for myself.The lesson? Embrace autonomy. Public relations is a highly collaborative function, yet there are pivotal momentsduring which you must stand on your own. Think of the first time you talked with a reporter by yourself.Intimidating, sure, but you had earned the opportunity — and autonomy — by showing that you could handle theresponsibility. In moments like this, you either deliver or falter. If there’s one lesson I’ve learned from years of managing people, it’s that nobody wants to fail. If you’ve earned the responsibility and autonomy, there’s noquestion you can handle the moment.o Prove yourself.You’ve earned responsibility, and you’ve had a taste of autonomy. What’s next? It’s time to get comfortable withvisibility. As your career progresses, leaders will look to you for guidance and results; you must be able to handlethe spotlight. For nearly 10 years, I worked at three Fortune 250 corporations in a series of progressively larger —and scarier — leadership roles. Scarier, I say, because each role brought with it greater visibility. In those times of transition, as I proved my worth to senior leaders and to the teams under my watch, I relied upon experience. Ifocused on transferable skills, and I kept top of mind what had worked well — and not so well — in previouspositions. I took accountability for results and setbacks, and shared center stage with team members so that whentheir day came, the spotlight wouldn’t feel so foreign to them.
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