Has the PR industry failed to execute its own PR effectively enough?

Being a PR evangelist has never felt more important. As someone who spends a great deal of time advocating for our profession, I’m increasingly aware that PR is still widely misunderstood – and that misunderstanding has consequences. At a time when reputation, trust and credibility are fundamental to business success, PR should be recognised as a strategic business function, aligned with marketing and commercial objectives, and central to integrated activity, brand building and reputation management. Too often, it isn’t.

I see this play out regularly at network business meetings. You know the routine: introductions around the table, polished elevator pitches, encouraging nods – until I mention PR. What follows is often a pause, a blank look, or a question that suggests PR is interchangeable with HR, a PA role, or party planning. These misconceptions are stubborn and, in many cases, culturally reinforced. From Absolutely Fabulous and The Thick of It to Bridget Jones’s Diary and W1A, PR has frequently been portrayed as chaotic, superficial or ethically questionable. Entertaining as these stereotypes may be, they obscure the reality of a profession that is analytical, strategic and deeply rooted in business outcomes.

Why PR is assumed not explained

That disconnect forces an uncomfortable question: has the PR industry failed to execute its own PR effectively enough? We are highly skilled at articulating value for clients, yet historically less consistent in advocating our own discipline. Marketing has generally enjoyed clearer commercial recognition, while PR’s influence has often been quieter, assumed rather than explained. In an era defined by transparency, scrutiny and rapid reputational risk, that lack of clarity no longer serves us – or the organisations we support.

PR has evolved rapidly alongside a changing media landscape. Media consumption habits have transformed, formats have multiplied, and audiences now expect immediacy, authenticity and relevance across channels. PR has responded by becoming more informed, integrated and accountable. We are no longer just pitching to journalists; we are managing narratives across earned, owned, shared and social channels, working with influencers, employees, partners and communities. Yet perceptions of PR haven’t always kept pace with reality.

The blurring of lines between consumer and B2B communications has accelerated this shift. Decision-makers consume content in many of the same places and formats as consumers. Social platforms play a critical role in B2B influence, employer branding and corporate reputation. Thought leadership, storytelling and purpose-led campaigns now cut across sectors. PR sits at the intersection of these dynamics, uniquely positioned to connect brand, reputation and audience insight – but only if others understand that strategic role.

Flying the flag for PR

This is why outreach and evangelism matter so much. At CIPR Midlands, we’ve deliberately built this thinking into our event strategy. By creating outreach events for the wider business community – such as our recent PR Masterclass delivered as part of the West Midlands Business Festival – we aim to demystify PR and demonstrate its real-world impact. Showcasing award-winning campaigns, integrated approaches and measurable outcomes helps reposition PR where it belongs: as a strategic partner to business.

So how do we, collectively, fly the flag for PR?

• Educate proactively: explain what PR does using clear, business-focused language, not industry jargon.
• Demonstrate impact: link PR activity to reputation, trust, risk mitigation and commercial value, not just outputs.
• Embed PR strategically: position it alongside marketing, leadership and strategy, not as a bolt-on or afterthought.
• Challenge stereotypes: call out outdated perceptions and replace them with modern, evidence-led examples.
• Create outreach opportunities: engage beyond our own echo chamber through events, networks and partnerships.

Ultimately, being a PR evangelist isn’t about self-promotion; it’s about advocacy and responsibility. If we don’t clearly define PR as a strategic, integrated discipline that reflects today’s media and business realities, others will continue to misunderstand it. As practitioners and leaders, we need to apply the same rigour, confidence and storytelling to our own profession as we do for our clients – because reputation doesn’t just matter for brands. It matters for PR itself.

Alison Gallagher-Hughes is the chair of CIPR Midlands. She is also a chartered PR practitioner and founder of Tillymint PR.

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