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• W347221215 abstract "CEO Connection: Pivotal for the '90s evidence is clear: More than ever before, the events surrounding the successes and failures of corporate America will be played out on the stage of public opinion and strongly influenced by intense media attention. A pivotal role in establishing public relations strategy for the 1990s belongs to the nation's chief executive officers, many of whom make the public relations function a part of their direct management responsibility--or certainly give it their close attention. Yet, this is not the universal practice. Perhaps it is time for those other corporations to take a closer look at how their public relations strategy fits into the organizational structure, and how involved their CEOs become in the public relations decision-making For this article, asked a group of CEOs (and one former one) who have strong, hands-on control of their companies' public relations programs to offer their views on involvement in public relations philosophy and decisions. As might be expected, they expressed these views in a variety of ways. Yet, all shared a similar conviction: It is essential to include public relations decisions in the CEO's management responsibility. Roger B. Smith, Chairman and CEO of General Motors, sees it this way: Because our competitive and social agendas interact in so many ways, need to stay actively involved in PR policy decisions. need to know how the staff is working to optimize GM's public image. need to know how those projects support GM's business goals. And, when it's appropriate, need to be able to offer constructive input from the operating side. James E. Burke, former Chairman and CEO of Johnson & Johnson, has been on the firing line perhaps as much as any of his peers. Burke, who retired recently, emerged with an enhanced reputation, and with these beliefs: The public is more deeply involved in those events that affect the corporation than ever before imaginable. CEO will increasingly be challenged to act swiftly, decisively and responsibly on all kinds of issues in a way that the public can easily comprehend. This means that the public relations executive should have easy and open access to the chairman's office, and the CEO must have an understanding of how essential it is for public relations to be an intimate part of the decision-making process. Kenneth A. Macke, Chairman and CEO, Dayton Hudson Corporation, is equally emphatic about his role: I believe successful companies today have a communications strategy in place--that the chairman and chief executive officer feels ownership of that plan, and has been involved in its development. Robert E. Allen, Chairman and CEO of AT&T, concurs with that philosophy, but adds an important reminder about skillful execution of the public relations program: Public relations has many facets. It is a tool of corporate governance. It can be a unique and personal way for a CEO to communicate vision and leadership. At times it must be a reactive agent, since it's virtually impossible to anticipate every scenario or event. However, in its best form it should be viewed much like quality--as a strategic asset. That is, by balancing the interests of customers, shareowners and employees, it must convert those interests into a coherent, long-term communications plan. That plan should produce a `voice' that's heard above the clamor of competing claims, self-interest and quick fixes. need PR at my side, not in my wake. …" @default.
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• W347221215 title "The CEO Connection: Pivotal for the '90S" @default.
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