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Interpersonal Relationships

Muhammad Ijaz
Chief Engineer Retd. PAEC
Former Faculty Member PIEAS
Definitions
Definition of Public Relations:

“Public Relations is about reputation – the result of what you do,

what you say and what others say about you. PR is the discipline
which looks after reputation, with the aim of earning
understanding and support and influencing opinion and
behaviour.”

“It is the planned and sustained effort to establish and maintain

goodwill and mutual understanding between an organisation
and
public.”

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Some Questions
• Is PR the job only for designated individuals?
• Is PR only related to organizations?
• Does everybody need to undertake his/her
own PR?
• Informal PR?
• Formal PR?
• How does PR and communications lead you
to success?
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 Why do we
communicate?
1---
2---
3---
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•We communicate
for self expression
and self discovery

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What to say and what not to say
• Is communicator a chatterbox?
• No, he/she talks sense where and when
necessary
• The communicator not only knows what to
say but also knows what not to say

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Attributes of a PR person?

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 Attributes of a PR person
• Commitment • Helpfulness

• Generosity • Independence

• Serenity
• Interdependence

• Courage
• Loyalty
• Peacefulness
• Patience
• Humor • Pride

• Respect • Resourcefulness

• Honesty • Intentionality (Motivation)

• Power • Openness

• Empathy
• Growth
• Fairness
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• Communication is instinctive and
individual alone has to do it for
himself/herself, it can not be
delegated.

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Cardinal virtues of an effective PR Communication

1.Logos
2.Pathos
3.Ethos
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A Leader must have a vision
• Communicator (leader) should have an open
mind to admit new ideas

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Is communicator a sycophant?
No!
• He/she is a diplomat having a large audience
• His/her duty is to build self image and that of
the organization
• His/her assignment does not allow mistakes
• That’s why he/she treads carefully and use
best possible language
• Best possible language is not flattery
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Role of PR and Communication in your
workplace
• You are a manager
• Your project and you sail together
• Success of one is the success of other
and vice versa
• Learn to project yourself and your
project.
• This will demonstrate your PR.
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Why do you need a PR strategy?
• To complement the overall business plan of an
organization
• To identify ways in which PR can help achieve an
organization’s objectives
• To focus and manage all the communications of an
organization
• To ensure maximum benefit from all PR activities
• It can also help educate those within an organization
about the value of PR

PR is more than simply producing publicity material. An

organization is only as strong as its reputation. The PR
function is to manage that reputation.

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Target Audience of PR?
PUBLICS - a group of people with similar interests

STAKEHOLDERS – a special public, composed of those who have a

particular interest (or stake) in your organization (e.g. universities)

AUDIENCES – a “public” with whom you are communicating

PRIMARY PUBLICS – the audiences you specifically want to

influence (the people whose behavior we are trying to change)

SECONDARY PUBLICS – the people who can intervene on your

behalf and influence your primary publics (e.g. the media)

TERTIARY PUBLICS – the “special” publics composed primarily of

organized groups that can mobilize quickly and endorse your
cause

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Do you Know your Image?
• PR practice should ideally be driven by research and
analysis
• Carry out some research amongst your key
audiences
• Can be simple questionnaires or telephone calls
• Analyze your results
• Are their perceptions of your organization correct?
• For example, audience x is not aware of your
services, group y is confused about what you do, etc.
• Summarize where your organization is now (you can
include personal observations here)

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Purposes of PR?
• Get management input here – this should be inline
with the overall strategy of an organization but
also identify ways in which PR can help specifically
• Keep this realistic but visionary (the whole world
being aware of your company is not realistic unless
you are Coca Cola, for example)
• You want group x to know you exist;
• You want group y to sign up for some of your
services
• You want the media to publish your news releases
• You want to help secure future government
funding etc.
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Audiences
• PR objectives are nearly always about influencing
someone either to take action or not to take action,
the action having some effect on an organization
• Identifying target audiences is a vital part of a
strategy – if you are not talking to the right people,
you may as well forget it!
• The person or persons (public) being targeted
become the target audience (e.g. suppliers,
customers, shareholders etc.)
• Identify the smallest possible groupings of
individuals for maximum effect
• Once identified, audiences should be prioritized

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Messages
• Under each identified audience add statements about what
you should say to each audience in order for them to do
what you want
• Ensure messages are simple statements
• You can list many potential messages here

Remember
• A message must be repeated many times in many different
forms in order to have the desired impact on an audience
• Messages should be tailored to each audience
• Context, tone of voice and choice of language should be
considered at all times
• Don’t bombard audiences with too many messages at once
– you may need to pick a couple of main messages to begin
your campaign

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Timing
• Timing is very important
• Link specific PR activities to fixed events in
the corporate calendar
• There’s no point in issuing a news release
days after an event

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Methods of communication
• Decide what you are going to do in order to convey your key messages to your

key audiences (brochures, news releases, videos, etc.) but...

• Ensure you are using the right methods to reach each target audience

• DO NOT decide on the methods of communication before you have identified

audiences and messages – this is a very common mistake

• One size does not necessarily fit all

• Remember you will need to repeat key messages in several different forms in

order to get the desired response

• Also remember you cannot target specific audiences via a website

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Other Facets of PR
• Advertising
• Impression management (How others think
of you)
• Information warfare
• Promotion (marketing)
• Propaganda
• Psychological manipulation
• Reputation management
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Evaluation of PR Campaign
• You cannot possibly know if your campaign is successful unless you
measure your success somehow
• Set measures (before embarking on a campaign)
• They can be as simple as:
– Number of hits/unique visitors on your website

– Media coverage (opportunities to see; positive versus negative; etc.)

– Increased demand for services

– New contacts made

– Output (news releases, publicity material developed, etc.)

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Public Relations and Ethics
Ethics and the law are attempts to
restrict behavior and practices in an
effort to protect the public welfare.

Ethics are enforced by personal

judgment or a professional code of
conduct.
The law is enforced by the
government.
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Public Relations and Ethics
Public relations professionals make ethical
decisions that must satisfy:
• Their employer
• The public interest
• Their professional organization
• Their personal values
Public Relations and Ethics
PR professionals are often called:
• Spin doctors
• Flaks
What they do is often referred to as a:
• Ploy
• Maneuver
Public Relations and Ethics
A PR professional’s job is to:
• Advocate
• Influence
• Communicate
• Promote
• Move others to action
Public Relations and Ethics
Teleology or Existentialist: the ends justify
the means.

Golden Mean or Utilitarian: each situation is

judged on what would cause the most good
and the least harm -- what’s best for the
majority, the greatest good or the greatest
number.
Public Relations and Ethics
The most common dilemmas faced by PR
professionals are:
1. Gifts
2. Misleading Information
3. Promotion of Inferior products
4. Gain at the expense of others
5. Political Action Committees
6. Promotion of illegal products abroad
 Public Relations (PR)
They have to do much more than simply put out news
releases. They also:

– Supervise photography and graphics, assist the Web site

– Handle media questions, needs and requests
– Screen charity requests
– Set up news conferences and similar programs
– Do research and evaluate the effectiveness of programs
– Contribute to corporate decision-making
– And then take care of publicity
Public Relations (PR)
What they have to write:

– News releases, the most popular way for an organization to deliver

its message to the media. (Video news releases are also common
now.)
– Newsletters, to employees or special interest groups.
– Pamphlets, brochures, manuals to convey facts about an
organization’s history, operations or policies.
– Position papers, or white papers, to explain an organization’s stance
on an issue.
– By liners and op-ed pieces crediting an organization official but
actually written by a member of the PR staff.
– Web writing – news releases, blogs, etc. – that allow PR practitioners
to bypass the media.
– Speeches – to allow an organization figure to deliver key talking
points directly to interested groups
A MATTER OF PERSUASION
 To be an effective PR communicator you have to establish
and maintain your own credibility and that of the
organization you work for. A sterling reputation takes a
long time to build -- but can be destroyed in an instant.
 In addition to the principles of news-gathering, persuasive
writing etc. that a PR professional must know, they must
also have an acute awareness of three other elements: the
Message, the Audience and the Medium.
News release preparation tips

1. Always include the name and address of the organization

putting out the release
2. Always include contact information. Phone numbers, email
addresses and Web sites
3. Indicate the release date. Any embargos?
4. Fit the style to the medium.
5. Watch your length. Try to confine you message to no more
than 2 pages or 500 words. Email news releases should be
shorter than that.
More news release tips
6. Avoid breaks. It’s a subliminal thing for the reader. Avoid
hyphenating at the end of lines and don’t break sentences
between pages.
7. Write clearly, fact-check, proofread. Avoid corporate jargon
and legalese. Get it right!
8. Beware of exaggeration/distortion. Especially avoid
superlatives -- the best detergent ever! (Exxon Valdez
example; now the Sea River Mediterranean)
9. Get it to the right person. Tailor the content in your release
to the appropriate beat (business angle for business desk;
lifestyle angle for features desk etc.)
More news release tips
10. Make it local.
11. Include visuals.
12. Attribute news to a person.
13. Indent the paragraphs. Another subliminal reader trick.
14. Headlines. Suggest appropriate headlines for your release.
 tips
 The news release is your only chance to make a good first
impression.
 Sloppy, inaccurate, pointless releases are the first to hit the
newsroom wastebasket or recycle bin.
 To make sure yours isn’t one of them, avoid some common
mistakes
Some Common Mistakes (Press Releases)

 1. Providing insufficient or wrong information. Particularly

telephone numbers. Releases must be complete, accurate
and specific.
 2. Writing too long. They should be no longer than two
pages.
 3. Sending it too late. Mail or fax it at least two weeks
before an event, preferably three or four. Send them four
to six months ahead for major magazines.
 4. Sending a release with no news value. News is what
happens that is different. If it isn't different, it isn't news.
 5. Blatant commercialism. Avoid hackneyed words and
phrases such as spectacular, incredible, the only one of its
kind, breakthrough, cutting-edge, unique and state-of-the-
art.
 6. Omitting a contact name and phone number. At the top
of the first, page in the left corner, let editors know who
they can call if they have questions.
Virtues of a good press release

• STARCC

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 Communication
• What is Communication?
• The Communication Cycle
• Impact of a message
• Types of Communication
• Styles of Communication
• Effective Listening
• Organizational Communication Flow
• Barriers to Communication
• Communicating Effectively
 What is Communication?
• The dictionary defines communication as:

A process by which information is

exchanged between
individuals through a common
system of symbols, signs or behavior

Communication is a two-way process which involves:

•Listening to others (Receiving) message
•Asserting/Expressing (Sending)
Communication Goals

To change behavior

To get and give

To get action
Information

To persuade To ensure understanding

Communication Cycle
Communication normally goes through a cycle involving:

The Sender

The Recipient
The Message

The Channel
Impact of a Message
Face-To-Face Communication

Words
7%

Tone
36%
Body
Language
Body Language Tone Words 57%
Impact of A Message
Voice Communication

Words
14%

Tone
Tone Words 86%
2 Types of Communication
1. Verbal Communication
• Words
• Voice modulation

2. Non-Verbal Communication
• Communicates emotions and attitudes
• Regulates verbal messages
Verbal Communication
• Words
– Use simple language (avoid jargon and slang)
– Make sure that you are grammatically correct
– Be clear and precise (avoid redundancy)

• Voice Modulation
– Diction
– Tone
– Pitch
– Volume
– Rate
Non-Verbal Communication
• Gestures
– Are you aware of how you look to others?
– Find out your habits and nervous gestures

• Posture and movement

– Stand tall

• Facial Expressions
– Smile
– Eye Communication

90% of our personal communication calls for involvement.

To show involvement, look at your audience for 5 to 10
seconds before looking away.
Communication
Rights and Responsibilities
Rights Responsibilities

1. You have the right to be 1. You have the responsibility to

treated with respect. treat others with respect.

2. You have the right to have 2. You have the responsibility to

and express your own listen to the opinion of others.
opinions.
3. You have the responsibility to
3. You have the right to ask for acknowledge and address the
what you need in order to be needs of others.
effective.
4. You have the responsibility to
4. You have the right to set respect the limits and
reasonable limits. boundaries of others.
Styles Of Communication

Passive Assertive Aggressive

• Accepts • Both exercises  Demands but does
responsibilities. and extends not extend “rights”.
“rights” and
• Extends but does responsibilities.  Does not accept
not feel entitled to responsibilities.
“rights” .
Elements of the Aggressive Style

• Beliefs • Communication Style

– "Everyone should be like – Close minded
me." – Poor listener
– "I am never wrong." – Has difficulty seeing the
– "I've got rights, but you other person's point of
don't." view
– Interrupts
– Monopolizing

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 • Behavior
• Characteristics
– Puts others down
– Achieves goals, often at
others' expense – Doesn't ever think they are
wrong
– Domineering, bullying
– Bossy
– Patronizing
– Condescending, sarcastic
• Moves into people's space,
overpowers
– Jumps on others, pushes
people around
– Know-it-all attitude
– Doesn't show appreciation

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 • Verbal Cues
– "You must (should, ought
better)."
– "Don't ask why. Just do
• Nonverbal Cues it."
– Points, shakes finger
– Verbal abuse
– Frowns
– Squints eyes critically • Confrontation and
– Glares Problem Solving
– Stares
– Must win arguments,
– Rigid posture
threatens, attacks
– Critical, loud, yelling tone of voice
• Fast, clipped speech Operates from win/lose
position

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 • Effects
– Provokes
counteraggression,
alienation from others, ill
health
– Wastes time and energy
• Feelings Felt oversupervising others
– Anger – Pays high price in human
– Hostility relationships
– Frustration – Fosters resistance,
– Impatience defiance, sabotaging,
striking back, forming
alliances, lying, covering
up
– Forces compliance with
resentment

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Elements of the Passive Style
• Beliefs
– "Don't express your true feelings."
– "Don't make waves."
– "Don't disagree."
– "Others have more rights than I do."
• Communication Style
– Indirect
– Always agrees
– Doesn't speak up
– Hesitant

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• Characteristics
– Apologetic, self-conscious
– Trusts others, but not self
– Doesn't express own wants and feelings
– Allows others to make decisions for self
– Doesn't get what he or she wants
• Behaviors
– Sighs a lot
– Tries to sit on both sides of the fence to avoid conflict
– Clams up when feeling treated unfairly
– Asks permission unnecessarily
– Complains instead of taking action
– Lets others make choices
– Has difficulty implementing plans
– Self-effacing

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• Nonverbal Cues
– Fidgets
– Nods head often; comes across as pleading
– Lack of facial animation
– Smiles and nods in agreement
– Downcast eyes
– Slumped posture
– Low volume, meek
– Up talk
– Fast, when anxious; slow, hesitant, when doubtful

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• Verbal Cues
– "You should do it."
– "You have more experience than I do."
– "I can't......"
– "This is probably wrong, but..."
– "I'll try..."
– Monotone, low energy

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• Confrontation and Problem Solving
– Avoids, ignores, leaves, postpones
– Withdraws, is sullen and silent
– Agrees externally, while disagreeing internally
– Expends energy to avoid conflicts that are
anxiety provoking
– Spends too much time asking for advice,
supervision
– Agrees too often

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• Feelings Felt
– Powerlessness
– Wonders why doesn't receive credit for good
work
– Chalks lack of recognition to others' inabilities
• Effects
– Gives up being him or herself
– Builds dependency relationships
– Doesn't know where he or she stands
– Slowly loses self esteem Promotes others' causes
• Is not well-liked
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Elements of the Assertive Style
• Beliefs
– Believes self and others are valuable
– Knowing that assertiveness doesn't mean you always win, but that
you handled the situation as effectively as possible
– "I have rights and so do others."
• Communication Style
– Effective, active listener
– States limits, expectations
– States observations, no labels or judgments
– Expresses self directly, honestly, and as soon as possible about
feelings and wants
– Checks on others feelings

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• Behavior
– Operates from choice
– Knows what it is needed and develops a plan to get it
– Action-oriented
– Firm
– Realistic in her expectations
– Fair, just
– Consistent
– Takes appropriate action toward getting what she wants
without denying rights of others

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• Nonverbal Cues
– Open, natural gestures
– Attentive, interested facial expression
– Direct eye contact
– Confident or relaxed posture
– Vocal volume appropriate, expressive
– Varied rate of speech

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• Verbal Cues
– "I choose to..."
– "What are my options?"
– "What alternatives do we have?"
• Confrontation and Problem Solving
– Negotiates, bargains, trades off, compromises
– Confronts problems at the time they happen
– Doesn't let negative feelings build up

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• Feelings Felt
– Enthusiasm
– Well being
– Even tempered
• Effects
– Increased self-esteem and self-confidence
– Increased self-esteem of others
– Feels motivated and understood
– Others know where they stand

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• Clearly, the assertive style is the one to strive for. Keep
in mind that very few people are all one or another
style. In fact, the aggressive style is essential at certain
times such as:
• when a decision has to be made quickly;
• during emergencies;
• when you know you're right and that fact is crucial;
• stimulating creativity by designing competitions
destined for use in training or to increase productivity

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Listening is Essential Part of Communication
Effective Listening Involves. . .

3. Understanding body
. 1. Setting the stage Language
• Remove Distractions • Observe position and posturing
• Be open and accessible
• Make eye contact
• Listen with Empathy
2. Ensuring Mutual • Consider expressions/gestures
Understanding
4. Suspending judgment
• Reflect feelings
• Paraphrase main ideas • Concentrate
• Seek clarification
• Keep an open mind
• Confirm next steps
• Hear the person out
3 Types of Listening

Passive Listening

Active Listening Hearing

 Listening and Speaking
Listening takes:
• Concentration and energy
• Curiosity and open-mindedness
• Analysis and understanding

Speaking requires:
• Sharp focus
• Logical thinking
• Clear phrasing
• Crisp delivery
Organizational Communication Flow
 Upward • Downward  Horizontal

Instructions
Information Directives Coordination
Vertical Communication
• Upward Communication
– Consists of messages sent up the line from subordinates to
bosses.
– Includes employee suggestions, reactions to organizational
policies, inquiries or concerns.

• Downward Communication
– Flows from individuals in higher levels of the organization to
those in lower levels.
– Includes meetings, official memos, policy statements, manuals,
and organizational publications.
Horizontal Communication

The horizontal information flow that

occurs both within and between
departments.

Generally, the purpose of lateral

communication is coordination and
collaboration.
Barriers To Effective Communication
• Assumptions

• Fears
– Reluctance to confront
– Ridicule, rejection, fear of being wrong
• Values and attitudes

• Generation Gap

Information overload
– When the information we can process is exceeded
• Trust and Honesty
– A lack of trust can cause the receiver to look for hidden
meanings in the sender’s message.
• Cross-Cultural Diversity
– The greater the difference between the sender’s and receiver’s
cultures, the greater the chance for miscommunication.
Key To Communicating Effectively
• Know your subject.
• Focus on the purpose.
• Know your audience.
 Use a confident tone and a level pitch.
– Be calm and collected at all times.
– Try to eliminate excessive “ums” and “uhs” as fillers.

 Speak slowly and make use of pauses to stress important ideas.

– Use accurate diction and correct pronunciation
SPEAK CLEARLY
• Speak Clearly - Take a deep • Try to keep your
breath and remain positive voice steady and don’t talk
when too
talking to people. quickly or too quietly.
• Try to cut out
the “ums,” “uh-hmms” and • Be confident in what you’re
“ahhs;” saying
these make it difficult for and others will feel your
people confidence too.
to understand what you’re
trying
to communicate.

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BE GENUINE
• Be Genuine - Being genuine can include
speaking honestly, expressing excitement
or sadness when you feel like it, and being
friendly.
• There is nothing wrong with
saying, “no, I don’t really agree with that,”
or “you know, I think you’ve changed my
mind!” However, don’t be rude. “I was
just being honest” is not a good excuse
for being harsh.
• Being genuine builds your
confidence.

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Be Receptive
• Be open to what
others are saying or offering.

• Often, people restrict the flow of

ideas or communication because
they’re making too many
assumptions or are being too quick
to judge and criticize.

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 Know what you are talking about and accept the limitations of
your knowledge.

 Be vibrant and enthusiastic.

– Avoid a dull, monotonous tone.
– Be loud enough to be easily heard.

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Remember. . .

Effective communication
encompasses a multitude of
skills.

Skills can be learned

and practiced.
Without communication skills we are unable to
let others know what we think, feel, or want to
accomplish.
We are unable to build partnerships, motivate
others, or resolve conflict. 
.

Barriers to communication
can lead to misunderstanding and confusion
 Common Communication Mistakes

1.
Leaders –

“Fail to communicate
their vision”
 Vision Creation
Process

Vision creator

Line Manager – Line Manager – Line Manager –

Vision Disseminator Vision Disseminator Vision Disseminator
 Common Communication Mistakes
2.
Leaders –

“Fail to listen actively on a relationship and

content level.”
 Common Communication Mistakes
3.
Leaders –

“Fail to hold direct reports accountable for

their behavior.”
4.
“Think ‘they’ can change the person.”
 Common Communication Mistakes

5.
Leaders –

“Don’t recognize the

importance of feedback”
 Common Communication Mistakes

6.
Leaders –

“Fail to use feedback to improve”

 Common Communication Mistakes

7.
Leaders –

“Treat others by the golden rule opposed to the

platinum rule (treat others as they ask to be
treated).”
 Common Communication Mistakes

8.
Leaders –

“Spend 90% of their energy on 10% of the

population.”
 Common Communication Mistakes

9.
Leaders –

“Fail to recognize their level of influence.”

10.
“Think they can’t leave their desk because
they believe a fire will start, therefore do not
go to training to improve.”
A Quick Review of Levels of influence

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Conclusion
• A strong PR and effective
communication is a sure way to
success.
• That is why ONE must learn what
to say and how to say it; more
importantly what not to say
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