Africa-Press – Malawi. In August 2009, I was part of a delegation that travelled to Hanoi in Vietnam. Honestly, I received the news about my traveling to that country with mixed feelings, more so because of the stories I heard about this country.
In my formative years, I watched a number of horror movies such as First Blood, the one by Sylvester Stallone, popularly known as Rambo, and many others on the Vietnam war which was fought for 20 years (November 1 1955 to April 30 1975).
The songs and soundbites I listened to fuelled my apprehension about the country. And images I constructed were those of a country where nothing works.
To my surprise, I was extremely pleased to be on the receiving end of the hospitality we were accorded right from the airport. The speed at which we were given visas upon arrival was impressive.
The hotel, where we were accommodated, accorded us some excellent customer care services. The friendliness of the Vietnamese people was quite amazing.
As I left the left the country after 10 days, my perception about the country had completely changed. Of course, given a chance, I wouldn’t hesitate to go to Vietnam again.
But, please, do not ask me about my evening escapades in Vietnam! It is unfortunate that, all along, I had a single story or, rather, one-sided view of Vietnam.
A single story, as advanced by renowned Nigerian novelist Chimamanda Ngozi Adichie, is a one dimensional perspective and, sometimes, a false perception formed about individuals, groups or countries.
The danger of a single story is that it is a misrepresentation of the reality and a lens through which one looks at everything by narrowing it down to one’s own perspective.
Probably, this is exactly the kind of single-story perspective, or misrepresentation, that some of the people who have never visited Malawi have about our country.
For instance, some might think about Malawi as being a backward country, where nothing works, if stories about corruption, alleged nepotistic tendencies, challenges on the economic front and other social ills are anything to go by.
However, Malawi also has untold success stories. Instead of investing our energies in negatives, let us ventilate the public sphere with positive narratives about the country.
This would ensure that whoever visits Malawi leaves the country with a good impression. No one would be interested in visiting or investing in a country which is soiled and spoiled with negative stories.
Probably this is where good public relations (PR) in all spheres comes handy. Well, reaching this far, let me, on a rather different note, conclude by sharing some insights from Kate Kujaliwa on last week’s entry, entitled ‘PR managers, journalists have to work together’.
Kate, who is a PR Manager for the Public Procurement and Disposal of Assets Authority (PPDA) but was writing in her personal capacity sheds light into the prons and cons of journalists calling chief executive officers directly.
She writes: As a PR professional in public institutions, I understand that my role is a delegated one since all communication is through the Director General.
So, when the Chief Executive Officer (CEOs) directly addresses media queries, the advantage is that it can convey transparency, authenticity and immediacy, potentially fostering a stronger connection with journalists.
It might also expedite responses and eliminate misinterpretations that could occur through intermediaries such as PR managers. However, this approach could inadvertently create inconsistency in messaging or divulging of sensitive information if not carefully managed.
PR managers play a vital role in ensuring a cohesive communication strategy, aligning messages with the organisation’s goals, and maintaining brand integrity.
PR managers are trained to understand communications and their implications. As such, their roles cannot, and should not, be underestimated. Come to think of it, for example, if a PR manager makes an error, it is easy for the CEO to come in and correct it, but if the CEO blunders.
.
. there is no ammunition left. The organisation is exposed.
Of course, PR managers should appreciate that by approaching CEOs directly, journalists are not necessarily indicating a lack of trust in PR managers. It might stem from the need for the journalists to get direct quotes, immediacy in responses, or seeking a more personal perspective.
PR managers will, however, remain crucial for comprehensive background information, context, and ensuring that the CEO’s responses align with the organisation’s communication strategy.
While it is essential for CEOs to be visible and accessible, overexposure could have some implications. It might lead to the CEO being the sole face of the organisation, potentially overshadowing the collective efforts of the team.
Moreover, it could increase the likelihood of miscommunication or inadvertently disclosing sensitive information without proper PR guidance. It is, therefore, advisable that CEOs should understand the power of their voice in the media and the impact of their statements on the organisation’s reputation.
While being accessible to journalists is essential, it’s equally crucial for CEOs to work closely with their PR team. This collaboration ensures consistent messaging, aligns communication with the organisation’s objectives and preserves the brand’s integrity. Encouraging a unified front in media interactions will strengthen the organisation’s narrative and credibility.
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