By, Mohammed Al Hasan – Media Expert
In the fast-paced world of public relations and communications, the effectiveness of a team’s output hinges not just on their skills and expertise, but significantly on the organizational culture that fosters their development. A fundamental principle that distinguishes successful teams from average ones can be summarized in a simple yet profound statement: “When we tell people to do their jobs, we get workers. When we trust people to get it done, we get leaders,” quoted from Simon Sinek.
The Shift from Management to Leadership
Traditionally, the public relations industry has operated under a hierarchical framework where directives come from the top down. Managers often dictate tasks, expecting adherence to processes and timelines. This approach undoubtedly yields results, but it can also stifle creativity and initiative. When team members feel like mere cogs in a machine, they may comply with job expectations but rarely exceed them.
In my experiences in the industry, I encountered managers who lacked a genuine understanding of public relations and the media. Once, one of managers said that he doesn’t believe in the family soul of work and other terms, indicating a transactional view of employees as mere workers rather than valued team members. Such attitudes created a challenging environment where trust and collaboration were nonexistent, leading to a sense of disconnection among team members.
Conversely, when organizations adopt a philosophy of trust, they empower their employees to take ownership of their work. Empowered staff members are not only more engaged, but they also feel valued and respected. This trust fosters an environment where individuals are encouraged to innovate, take risks, and develop their leadership potential. In a landscape as dynamic as public relations, where adaptability and responsiveness are crucial, cultivating leaders rather than mere workers becomes essential.
Building a Culture of Trust
To transition from a management-driven environment to one that promotes trust and leadership, organizations must intentionally create a culture where open communication, collaboration, and autonomy are prioritized. Here are some strategies to consider:
Encourage Open Dialogue: Create channels for transparent communication where team members feel safe sharing ideas, feedback, and concerns. Regular check-ins and open forums can facilitate this dialogue.
Set Clear Expectations: While trust is crucial, it must be paired with clarity. Define the goals and objectives clearly, allowing team members to determine the best path to achieve them. This balance encourages accountability.
Provide Support and Resources: Equip your team with the tools and resources they need to succeed. This includes training, access to information, and time for professional development. When employees feel supported, they are more likely to take initiative.
Celebrate Innovation and Risk-Taking: Recognize and reward efforts that go beyond the status quo. Celebrating innovative ideas, even when they don’t lead to success, reinforces a culture where creativity is valued.
Lead by Example: leadership should model trust by delegating responsibilities and demonstrating confidence in their team’s abilities. When leaders show that they trust their employees, it sets a standard for the entire organization.
The Results of Trust
When trust is woven into the fabric of an organization, the impact on the public relations and communications industry is profound. Teams that operate in a culture of trust experience higher levels of engagement, leading to improved morale and job satisfaction. This, in turn, enhances collaboration and fosters a sense of belonging, encouraging employees to invest themselves fully in their work.
Furthermore, organizations that prioritize trust and leadership are more agile and responsive to change. In an industry that often faces shifting priorities and unexpected challenges, having a team of leaders who can adapt and innovate is invaluable.
Conversely, you may face situations with managers who seek to exploit your expertise for their own gains. While they initially provided flattering words and inflated your importance, it became clear that their intentions were manipulative, aiming to position themselves as the true contributors to success, leaving you sidelined once achievements were made. This dynamic highlighted the risks of working with self-serving colleagues, emphasizing the importance of discerning genuine support from opportunistic behavior in professional relationships.
The relationship between management, trust, and leadership is pivotal in the public relations and communications industry. By moving away from a directive approach and embracing a culture of trust, organizations unlock the potential of their employees, transforming them from workers into leaders. This shift not only enhances individual performance.
Quoted from
https://www.alriyadhdaily.com/article/e8b4f6bf837a4858b4e098b2f84d33ee
By, Mohammed Al Hasan – Media Expert
