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Workinpr.com PR Executive Insights
October 2002

Brenda Clevenger
Proprietor
CornerBarPR.com

Q: What changes do you predict for the PR industry in late 2002/early 2003?
BC: Immediately, I predict PR pros will need to take a harder position on corporate disclosure and "open book policies" across the board, including some number-sharing with employees and the media -- even among privately held companies.

Long term, I urgently feel the need for PR pros to remove the mystery of what we do and instill the value by consistently delivering high-value ideas and high-value outcomes on an across-the-industry basis, regardless of agency side, regardless of resources. No excuses.

Q: What trend do you think will most affect the industry in the coming months?
BC: More and more people will become associated with multiple businesses. I currently own two businesses; my partner is tied to four. A friend just left a vice presidency position to serve a company as an independent contractor half-time and secure other contract work the other half. Multiple affiliations and temporary contract work are today's rave.

Q: Personally, what is the biggest challenge you have faced as a PR leader in 2002?
BC: Thriving -- not just surviving -- under the challenges of finding quality employees, securing appropriate retainers for appropriate work, and ensuring the deliverables I sell as a small agency and publishing company are of the utmost quality and perceived with the highest regard.

Q: In the recessive economy, what innovations are necessary to succeed?
BC: A flat economy is more a time to get back to the basics than a time to turn the world on its head.

Have you asked your customers what you're doing right and wretchedly wrong? Have you reviewed your processes to ensure they're tight and right? Have you used any extra moments to get face to face with reporters, alliances, past customers? Don't get me wrong, big ideas and breakthroughs are also needed and welcomed, but a flat economy shouldn't be the driver. The need and the opportunity are the drivers.

Q: What skill or characteristic do you deem the most critical for a new PR hire?
BC: The ability to understand the big picture so he or she can focus on outcomes, not tasks, is critical. Having this big-picture mentality frees supervisors from compiling meaningless "grocery lists" of things to do to fill the day versus fulfilling the expectations -- and needs! -- of the client. It's like reaching Nirvana when you find a new hire who truly understands how PR can help an organization achieve its business goals.

Q. Do you prefer working on the corporate or PR agency side? Why?
BC: I've enjoyed all sides -- corporate, nonprofit, and agency. I feel most alive and challenged on the agency side. For me the variety is a must, the pace is a plus, and the solution-seeking is a 24/7 motivator. The constant challenge of coming up with the right strategy, the perfect pitch, the ideal alliance, the missing link that has been overlooked, makes the high expectations, long hours, and constant deadlines all worthwhile. Ecstatic clients are even better than a happy boss.

Q. What leader do you most admire?
BC: I respect people who are forthright and don't skirt issues; who are quick on their feet and give sharp, accurate answers; who always get the job at hand done and done well. Tony Blair and Donald Rumsfeld top my list.