Member Spotlight: Robyn Rudish-Laning

Name: Robyn Rudish-Laning
Position/Company: Senior Manager, Marketing for Airports Council International – North America (ACI-NA)
Location: Washington, DC
Education: B.A. in Public Relations, Duquesne University
M.S. in Media Arts & Technology, focus in Creative Media Practices, Duquesne University
Social Media Handle: @robyn_rl

How and when did you first become interested in PR and communications?
When I was in high school. My first job was waitressing at a small restaurant in my hometown and towards the end of my junior year of high school, I started coming up with ideas to reach more people in the community and engage with customers through community events, promoting specials, using social media, connecting with the local newspaper and helping our happy customers to spread the word. Since we were a small staff, I took on the responsibility of planning & executing these ideas too. When it came time to look for colleges and think about what I was interested in the following year, I already had a pretty good idea & looked for schools specifically for their PR programs, not just general communications. Everything I learned while pursuing my degrees and on the job has only made me more curious.

How did you find internships/jobs?
I came up with a list of places I wanted to intern and hit the ground running applying and figuring out if I knew anyone who could help me get in the door. That method worked and I landed my first internship with the Make-A-Wish Foundation in Pittsburgh. Everything after that I’ve found by just being open to opportunities and making sure my network knew that I was interested in new things, even if I was enjoying what I was doing at the time. I found my last two jobs by making connections through PRSA, particularly local chapters, and being honest that I was new in the area and looking for a new opportunity.

What was the biggest challenge you’ve ever faced in your career? How did you overcome it?
Learning how to be the one making the plan and communicating the importance of a comprehensive communications strategy to guide the communications, PR and marketing efforts. Taking things from tactical and responsive to strategic and proactive is tough, especially when you’re not exactly in a decision-making role. The experience I had gained through volunteering for my PRSA chapter was incredibly helpful in knowing what needed to be done and the importance of a forward-thinking strategy. I’m also grateful for the guidance of more experienced PRSA members who often offered to be a sounding board for ideas and mentors.

What has been the most valuable thing you have learned through classes or experience?
I think learning to speak up and how to be a leader have been the most valuable things I’ve learned. It’s easy to say “I don’t have enough experience” or “what do I know, this person probably knows better than I,” but that’s not always the case. There’s no such thing as too little experience when it comes to leading or coming up with new ideas. The most dangerous trap anyone can fall into is believing that just because something has always been done one way, that you shouldn’t shake it up once in a while.

What has been the best piece of advice you have received?
“Give yourself some time and give yourself some hope.” – PRSA’s 2017 National Chair Jane Dvorak while speaking to a mixed group of SCPRSA and PRSSA members at the University of South Carolina.

Do you have any advice for future PR pros?
Practice, practice, practice. You can never learn too much. Volunteer, take on some pro bono work, take on new roles and responsibilities in internships and jobs – whether the job is in the profession or not, everything uses communications in some way. Get into a habit of learning whenever you can and being inquisitive. The more time and energy you invest in yourself and your career, the better the returns will be and the more likely an employer is to invest in you and helping you develop your skills.

What do you think is the best benefit of PRSA and the New Pros section?
Definitely the opportunities to network, get involved and lead. It’s incredibly easy to turn down opportunities to get involved and lead by thinking that lack of experience is a barrier, but being a part of the New Pros section has shown me otherwise. We’re a group of pros with five years of experience or less, so it’s a pretty level playing field and there’s plenty of room for everyone to get involved in some way. Leading the section has given me the opportunity to gain experience and has boosted my confidence in my own abilities, making me more sure of myself and my work and leading me to take seize leadership opportunities in my chapter and my workplace.

Is there anything you wish you would have known before starting your career?
I wish I had understood the importance of practical experience and application of the theories and ideas discussed in the classroom. While it’s all important, it can be overwhelming when you’re first starting out to translate that knowledge into practice.

Tell us a little-known thing about yourself.
I once competed in a local-level preliminary Miss America pageant. My issue platform was literacy across America & I competed to prove to myself that I could & to push myself to step outside of where I was comfortable.

If you are interested in being featured, or interested in nominating someone to be featured as a part of our #MemberSpotlight, please complete the following form.

Image uploaded from iOS (1)

Maximize Your Career Potential by Managing Up

Picture this: you’ve just started a new job, but your new manager isn’t as hands-on as previous supervisors or professors. Instead, you get 30-minutes of one-on-one time with them every other week and—before you can even learn how to use the printer—they expect you to show results. Yikes! Other managers may report into someone that is too hands-on—an entirely different challenge. Whatever your situation may be, learning how to work with your direct supervisor can make or break the early days of your career. The right manager can be your mentor, guide and biggest cheerleader, and it all comes down to how you manage up.

Changing Workplace Dynamics and the Keys to Managing Up
According to the Pew Research Center, Millennials (ages 21 to 38) have overtaken Baby Boomers in the workforce. Did you cringe at the word “millennials”? It’s Ok. I hate that word, too. Younger generations get a bad rep – we are often pegged as needy, entitled, narcissistic, unfocused, lazy – the list goes on. What’s interesting is that we see ourselves as motivated and purpose-driven, trying to make a difference in the world.

Simon Sinek’s video about Millennials in the workforce highlights a key point that unlocks a lot of our problem here: Millennials tend to have difficulty developing meaningful relationships—especially in the workplace. They also tend to be impatient about getting to where they’re going.

The reality, as stated by Sinek, is that the key to managing up is found at the intersection of patience and relationship development.

We’ve all heard the saying, “People leave managers, not companies.” According to Gallup CEO Jim Clifton, “The single biggest decision you make in your job—bigger than all the rest—is who you name manager. When you name the wrong person manager, nothing fixes that bad decision. Not compensation, not benefits—nothing.” (Source: Inc.)

But what makes a good manager? In my experience, the best managers are available when you need them, capable of sharing quality feedback, and able to recognize the strengths and weaknesses in others. While it’s easy to demand those of others,  best way to bring these characteristics out in your manager is to portray them yourselves.

Millennial psychology aside, there are some clear ways to “hack” managing up—no matter which kind of manager you have.

The Power of Quick Wins
If you’ve worked at an agency, you’ll be familiar with this concept. This is the first rule of onboarding a new account—deliver quick wins. However you define a “win,” immediately delivering on your promises and showing success can go a long way in getting the right attention from your manager.

This doesn’t only work for new relationships. In fact, this works after every performance review, weekly one-on-one meeting and more. Remind them of why they hired you and remind them that it was a good decision.

How to Ask for Feedback
How many times have you felt criticized or unappreciated at work? In those situations, I would say it’s probably because you were lacking quality feedback. There are hundreds of articles and books about giving and receiving feedback for a reason—it’s the key to every good relationship.

When giving feedback, first make sure they’re open to it. Ideally you would have already established a relationship with your manager so you can go to them with your questions and concerns. If you have a weekly 1:1 with your boss, then it’s easy—that’s your chance to talk about things that are/aren’t working.

If not, then you need to ask. It’s easiest to do that in the context of your work with them. When they come to you with a new project ask if you can discuss your concerns one-on-one. Some helpful phrases to try out:

  • “Would it be helpful to have another perspective?”
  • “Now that I’ve gotten my head around this assignment, can I talk to you about how things are going?
  • “Do you have a minute to discuss ____? I need more clarity from you on [my role, my responsibility, how we are approaching the assignment].

The key with this is to be specific and don’t get personal. If you start making generalizations or start attacking them as an individual, you could put them on the defensive, and lose your chance to be effective.

It’s worth noting that some relationships will not allow for feedback. In those situations, it’s usually a senior executive so empower yourself to do your best to see things from their perspective.

Receiving feedback is simple—all you need to do is ask:

  • “Do you mind providing feedback on this project? I’m interested in getting your thoughts so I can learn and make adjustments next time.”
  • “Did this meet your expectations?”
  • “Am I getting closer to your vision for this project? If not, where should I focus?”

Feedback should be honest (not brutal, but direct) and real-time. If you only get feedback once per year, then you only have one chance per year to improve. If you get generic responses to your questions, follow up: “Tell me more about that.”

How to Discover “Unwritten Rules”
I’m a fan of discovering “unwritten rules” by befriending the gatekeepers—like the receptionist or your boss’s assistant. You should also work to get to know the people that have been at the company longer than you—they will be a tremendous asset to you as you get to know the “way” of a company’s culture. They can also share tips for working with certain individuals (like your manager).

Unwritten doesn’t usually mean secret, so also don’t be afraid to ask. You’re probably not the first person to do so.

Why Personalities Matter in the Workplace
In Meyers-Briggs, I’m an ENTJ. That means I’m extroverted, intuitive, a thinker and judging (i.e., logical and decisive). The better you understand yourself, the better you can help others to understand you. And for someone to truly manage me, they need to understand me—it works the other way, too.

Understanding how your manager processes information is something I’m still learning—my manager internally processes information and needs more time to think before coming back to me with feedback. I, on the other hand, externally process everything—meaning I like to talk it out with you right then and there until we come to a resolution.

Get to know your manager and be curious about how they think. Learn to anticipate their questions based on their priorities. Understand that everyone is different, and it would be unreasonable to assume otherwise.

What it Means to Set Expectations
Understanding what your manager wants from you—and vice versa—comes down to how you communicate expectations. Be clear about what’s expected up front so there are no surprises (or disappointments) down the road. How do you do that? Have a process. First, ask questions and repeat what you’re hearing. Then, put it in writing (e.g., in an email) and get them to agree to it.

Communications for Communicators
Practice what you preach. Sometimes we can be so client-focused that we forget to utilize our own best practices. Try creating your own formal strategy, just as you would with any client, for how you communicate with your manager. Pre-empt their asks by being proactive. If your manager ever has to come to you and ask you for a status report, you’re too late in getting it to them.

Learn to anticipate the questions of your manager: what are they being held accountable for? That’s what they’re going to ask you about. Find a way to let them know the status of what you’re working on so they don’t have to come looking for you.

In closing, managing up is a challenge because managing people is hard. Be patient with yourself and with your manager. Everyone is on a journey and learning at their own pace.

And the key to any management relationship—up or down—is not management, but the relationship. Take your boss out for coffee and get to know her. That relationship will be the key to your success.

Scott ThornburgAbout the Author
Scott W. Thornburg, APR, is an accredited marketing communications leader with nearly a decade of global agency and in-house experience. Passionate about his work, he is known for thoughtful management of complex issues, careful attention to detail and high-impact leadership. Scott has been a strategic communications adviser for top global brands like Oracle, ExxonMobil, Dell, Cirque du Soleil, Hard Rock, Nasdaq, lynda.com (acquired by LinkedIn) and more. He now works as a senior public relations manager for Sojern, a travel marketing and advertising technology company. He’s a graduate of The University of Southern Mississippi (2010), with a degree in journalism, and an emphasis in public relations. Scott is a member of the Public Relations Society of America (PRSA) and serves on the organization’s national board.

The Pieces of Your Online Puzzle

What results do you find when you Google yourself? Nothing much? While a squeaky clean search result may seem ideal in some industries, it isn’t in Public Relations and most other communication fields. 

Having a solid, consistent but authentic personal brand online puts you ahead of the competition professionally. The perception you give online is the ideas and feelings employers, clients, and other professional connections get before meeting you in person.  

When building your personal brand, think about what you want to be known for? What are you good at? What sets you apart from others? Think about what your “thing” is and build a brand from it. Great personal branding gives you the chance to show the world you practice what you preach; if you’re good at writing, building networks, or organizing events show that skill online through blog posts, pictures, and video. Your interests, who you follow and what you post on social media, also reflect who you are. Be sure that your profiles are curated to reflect what you are passionate about. Even if you aren’t quite sure what it is you are passionate about, the topics you frequently post on can give you some clues.

As a new professional finding your niche, keep in mind that it is okay to have a fluid brand and have many “things” early in your career. We are multifaceted people, with multiple interests. The beauty of having a personal brand is the ability to not be stuck in one line of work; your personal brand can and should grow and develop with you. If you decide to leave your full-time job and freelance, move from Public Relations and focus on Marketing, or publish a book that has nothing to do with Public Relations, you can do so without being tied to your current industry or profession.

The pieces found on your website, social media accounts, articles written by you and about you are creating the puzzle that is your personal brand–make it a beautiful picture.

i-zthGPGn-XL-230x300Jasmine L. Kent, a member of PRSA-LA, is a fan of all things food and beverage, pop culture, and media. Combining all three passions, Jasmine builds community through engaging online marketing and dynamic events as a communications professional in Los Angeles, CA. Keep up with her on Twitter at @JaVerne_xo or visit LoveJasPR.com.

Tools for new pros

Editor’s note: The Edge will feature posts every other Monday to discuss the benefits of PRSA membership for new pros and celebrate the work being done for new pros by local chapters. Join the conversation on Twitter using #MemberMonday.

When we think about resources for newly minted PR pros, tools like Help a Reporter Out, Buffer, IFTTT, Evernote, Dropbox, Hootsuite and Google’s entire suite of programs come to mind. Membership in a professional organization is often overlooked on that list.

PRSA, or any other professional organization, membership can be a big expenditure for recent grads. Understanding the benefits that come with your membership is helpful in deciding which organization is the best fit for you.

So what tools are available to PRSA members?

PRSA Jobcenter

For new pros on the prowl for a job, Jobcenter is a great resource. With jobs listings from all over the country, it’s an ideal source for seeing what new opportunities are out there. Anyone can view the jobs, but only PRSA members can apply for positions, post their resume and ask experts for advice and insight throughout the interview process. Many chapters also have job boards members to peruse local openings and apply. Since companies have to pay for each job posting on both the local and national organizations’ sites, listed positions are often legitimate and actively considering applicants.

Special Interest Groups

PRSA has 14 special interest groups for members of all experience levels and areas of expertise. Joining a special interest group gives members the opportunity to connect with and learn from their peers and gives them access to exclusive perks, such as networking opportunities, members-only message boards and forums, volunteer and leadership opportunities.

On-Demand Training

PRSA’s on-demand library is a perk well worth the membership dues. Members can browse dozens of training opportunities on everything from PR writing and branding to crisis management and accreditation. Training is offered as a live webinar for those who can tune it at the appointed time and as an on-demand option for those who want to watch it on their own schedule. Web training opportunities are free to members (with some exceptions).

Blogs & Publications

In addition to all of the available professional development and training opportunities, PRSA has a number of blogs, including ComPRehension and PRSAY, to share industry trends, tips and news with members. Its print publications, Public Relations Tactics and The Public Relations Strategist, are mailed directly to members monthly and quarterly, respectively. Individual special interest sections, like the New Professionals section, and some of the 100-plus chapters also have blogs that focus on topics of interest to members. All PRSA blogs are available to non-member as well as members, but content is written almost exclusively by PRSA members and is a great way to establish yourself as an expert or showcase your knowledge in a particular area.

Networking Opportunities

With PRSA’s annual International Conference, special interest conferences and regional conferences across the country, PRSA members have the opportunity to connect with other PR pros from all over. For members who are more interested in making one-on-one connections closer to home, many chapters host local networking events and most special interest sections use special hashtags to facilitate conversation and host monthly Twitter chats. Members can also use PRSA’s member directory to contact particular members.

Mentor Match

Mentor Match is a great option for those who are looking for a little extra guidance, especially those who are new to the profession. Mentor Match pairs a seasoned professional from PRSA’s College of Fellows with a mentee to answer questions, strengthen your resume, set goals, solve a work dilemma, and more.  PRSA’s is currently revamping its Mentor Match program, so be on the lookout for updated information on the program.

PRSA Connect

Just announced to members last month, PRSA is launching a new members-only community called PRSA Connect. PRSA Connect will give members the opportunity to interact with their peers to quickly share information, collaborate and discuss issues and questions. In addition to connecting members, PRSA Connect will store all member benefits, such as articles, webinars, recordings, presentations and more. More information will be available later this month.

Want to learn more about PRSA’s benefits for new pros and what tools your peers are using to navigate the PR world? Join us for our April Twitter chat – “Tools for Your PR Toolbox” – on April 13 at 8 p.m. with #NPPRSA.