My journey into public relations did not begin in a boardroom; it began behind a microphone. For over six years, I worked at FM radio, speaking to thousands of unseen listeners every day. It taught me how to connect, listen, and understand people without ever seeing them.
Later, I stepped into the corporate world, first in sales and marketing, then into corporate affairs, and eventually into public relations. The transition was not smooth, nor was it obvious. That is perhaps the first truth aspiring professionals should understand—PR is not a function you simply enter; it is a role you grow into.
One of the biggest myths about PR is that designation gives influence. It does not.
Early in my career, I remember reaching out to a key stakeholder during a time-sensitive situation, expecting a quick response simply because of the organisation I represented. The response did not come. That moment stayed with me. It taught me something fundamental: people are not compelled to listen; they choose to. That choice is built over time.
Public relations, at its core, is about people. But not in a casual or transactional sense. It is about understanding motivations, managing expectations, and building relationships that can withstand pressure. And relationships do not form overnight. They require consistency, intent, and effort.
If you think a strong professional relationship can be built in a moment, it cannot. You have to create occasions, reach out during festivals, acknowledge milestones, and celebrate small moments. Whether it is New Year, Eid, or even a simple birthday message, the interactions matter. They keep the connection alive. In a context like Bangladesh, where relationships often shape outcomes, this becomes even more critical.
But relationships alone are not enough. PR is not a social exercise; it is a strategic function.
To be effective, you must first understand the objective of the organisation you represent. What is the business trying to achieve? What defines success? Without clarity, even the most creative campaigns will lack direction. Once the objective is clear, the next step is identifying the key pillars that will help deliver it, whether stakeholder engagement, media positioning, or reputation management.
No matter how narrative-driven PR may seem, it is ultimately tied to business outcomes. Organisations measure impact. They expect results. Visibility alone is not success. Visibility must create value.
Reputation management, therefore, is not just about generating positive conversations. It is about shaping perception over time, carefully, consistently, and credibly. At times, you will amplify positive narratives. At other times, you will need to navigate sensitive issues in a way that protects both reputation and business priorities.
Then come the defining moments, crises.
In high-pressure situations, one skill becomes critical: staying calm. Panic leads to poor decisions. Composure allows clarity. During a crisis, alignment with leadership is essential. You need to understand their perspective, identify pressure points, and bring together inputs from relevant functions. Only then can you decide whether to address an issue directly or manage it in a way that gradually reduces its impact.
Crisis management is not about reacting fast; it is about responding right.
Another myth worth breaking is that PR is all about communication skills. While communication is important, discipline is what sustains success.
PR requires meticulous follow-up, structured planning, and personal accountability. If you are someone who is scattered, who does not track tasks, who does not follow up consistently, you will struggle. You may achieve occasional wins, but not sustained success. The professionals who excel in this field are those who combine creativity with discipline and relationships with structure.
Above all, there is one principle that should never be compromised: trust.
In a profession built on influence, integrity is not optional; it is your currency. You will often find yourself in situations where you can take shortcuts, push a narrative, withhold context, or manage perception in a way that serves the moment. But every such decision comes at a cost. Trust, once broken, is difficult to rebuild.
Looking back, I realise that my years in radio gave me an unexpected advantage. It taught me how to listen deeply, how to engage meaningfully, and how to make people feel heard. In PR, those skills matter more than any title.
For those aspiring to build a career in this field, the advice is simple: do not chase positions, build capabilities. Understand business. Invest in relationships. Stay disciplined. And be patient with your growth.
Because in the end, public relations is not about controlling narratives. It is about earning the credibility to influence them.
And that takes time.
The author is the External Engagement Manager for Corporate at BAT Bangladesh. Views expressed in the article are solely those of the author.
