Sonja Popp-Stahly, APR
Manager, Global Employee Communications
Eli Lilly and Company
Indianapolis, Indiana
Applying for: Secretary
Alternate Position(s):
Biography
BIO:
With nearly 25 years of experience in both agency and corporate communications In New York City and the Midwest, Sonja Popp-Stahly, APR, has an extensive background in strategic planning, consumer marketing, media relations, social media, digital communications, internal communications and issues management.
Sonja joined Eli Lilly and Company, a 42,000-employee global pharmaceutical company headquartered in Indianapolis, in 2007, currently working in Global Employee Communications as the communications lead for an enterprise-wide internal program that requires driving employee awareness and behavior change. She previously held positions in Digital and Social Media Communications as well as Global Business Communications.
Prior to Lilly, Sonja was a Team Leader and Account Manager at Hetrick Communications in Indianapolis for seven years, representing health care, professional services, education and consumer products clients at the national, regional and statewide level.
Before moving to Indianapolis in 2000, Sonja worked in agency and corporate public relations in New York City for seven years. She was the Public Relations Manager for Sara Lee Hosiery, overseeing national communications for the Hanes, Donna Karan and DKNY hosiery brands. Sonja also was an Account Supervisor at DeVries Public Relations in New York, representing numerous consumer products, including Procter & Gamble, Nabisco and Nestle brands.
An active member of PRSA for 24 years, Sonja served on the PRSA National Board of Directors from 2013-2016. She is a past member of the PRSA Health Academy Executive Committee and the PRSA Hoosier Chapter Board of Directors. She is a past President of the PRSA Hoosier Chapter and a former PRSSA National Professional Adviser. When she was a student/pre-professional, she served on the PRSSA National Committee and she's a career-long member of Champions for PRSSA.
Sonja graduated magna cum laude from Ball State University with a bachelor’s degree in journalism/public relations and minors in marketing and German. She is Accredited in Public Relations (APR) by the PRSA-affiliated Universal Accreditation Board. Her programs have received numerous awards, including the PRSA Silver Anvil Award, the PR industry’s highest national honor. She also has been inducted into the PRSSA Hall of Fame.
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DETAILED WORK HISTORY:
ELI LILLY AND COMPANY (Indianapolis, IN)
* Information Security Communications Lead, Global Employee Communications (July 2015-present)
* Director, Digital Media Communications (June 2013-June 2015)
* Communications Manager, Lilly Bio-Medicines, Global Business Communications (July 2010-May 2013)
* Communications Manager, Global Product Communications (May 2007-July 2010)
HETRICK COMMUNICATIONS (Indianapolis, IN)
* Account Manager/Team Leader (June 2000-May 2007)
SARA LEE HOSIERY (New York, NY)
* Manager of Public Relations (September 1998-June 2000)
KAPLOW COMMUNICATIONS (New York, NY)
* Public Relations Consultant (June 1998-August 1998)
MWW GROUP (East Rutherford, NJ)
* Account Supervisor (February 1998-May 1998)
DEVRIES PUBLIC RELATIONS (New York, NY)
* Account Supervisor (June 1997-February 1998)
* Senior Account Executive (January 1996-June 1997)
* Account Executive (July 1994-January 1996)
* Junior Account Executive (December 1993-July 1994)
* Account Assistant (June 1993-December 1993)
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DETAILED EDUCATIONAL BACKGROUND:
Ball State University - Muncie, IN
B.A. Journalism (May 1993)
Majors: Public Relations and Magazine Journalism
Minors: Marketing and German
GPA: 3.85/4.00 - Magna Cum Laude
Outstanding Young Alumnus Award - Ball State University Department of Journalism (1997)
Universal Accreditation Board
Accredited in Public Relations (2001)
PRSA Accomplishments
PRSA NATIONAL
* Leadership Academy Task Force (2017-present)
* Leadership Rally Planning Committee (2016, 2017)
* National Board of Directors (2013-2016)
* Assembly Delegate (2013-2016)
* Brand Marketing Task Force (2016)
* Audit Committee (2015, 2016)
* Delegate Selection Committee (2016)
* Board Liaison, Accreditation Marketing Committee (2016)
* Board Liaison, District Council (2015)
* Finance Committee (2014)
* Board Lead, PRSA Executive-Level Professional Development initiative (2014)
* Board Liaison, Commission on Public Relations Education (2014)
* Board Liaison, Educational Affairs Committee (2014)
* Board Liaison, Association for Education in Journalism and Mass Communication (2014)
* Board Liaison, MBA/Business School Program Committee (2014)
* PRSA Foundation Board of Trustees (2013)
* Board Liaison, Work-Life-Gender Committee (2013)
* Executive Committee, PRSA Health Academy (2010-2012)
* Vice Chair of Programming, PRSA Health Academy (2012)
* PRSA Educational Affairs Committee (2010-2012)
* Co-Chair, Student-to-Professional Task Force (2002-2003)
PRSA HOOSIER CHAPTER:
* Chapter Board of Directors (2003-2012)
* Strategic Planning Committee (2012, 2017)
* Immediate Past President (2009)
* President (2008)
* President-Elect (2007)
* Assembly Delegate (2002, 2004-2006, 2008-2012)
* Vice President of Operations (2004)
* Director of Membership (2003)
* Planning Committee, Indiana Public Relations and Communications Conference (2002)
* PRSSA Co-Chair (2001-2002)
PRSA NEW YORK CHAPTER
* Education Chair (1998-1999)
* Co-Chair, Intern/Entry-Level Matchmaking Event (1996-2000)
* Co-Chair, New Professionals Committee
Governance Skills
Embracing good governance practices enables the board to improve its focus and effectiveness, ultimately maximizing how it leads the society. A strong board member understands the difference between governance and management, providing strategic oversight while allowing PRSA staff, under the CEO's direction, to manage the important day-to-day operations of the society.
At a high level, my many years of service on the national board, a section executive committee and a chapter board have deepened my experience in governance, oversight, strategic direction and prioritization. And I operate with integrity and stewardship, critical behaviors of a strong governing board member.
As a board liaison to eight national PRSA committees and task forces, I provided strategic counsel and problem-solving assistance, helping committee members and staff to focus their efforts.
As a 13-time PRSA assembly delegate and two-time parliamentarian at the PRSSA National Assembly, I have extensive knowledge of bylaws, Robert’s Rules and policies and procedures. I have also led creating and revising policies and procedures in my corporate position, in addition to running meetings, setting agendas and preparing minutes.
As part of its fiduciary responsibilities, the board must ensure the budget reflects its strategic direction and advances PRSA’s long-term fiscal health. As a chapter president, I oversaw financial direction of one of PRSA’s largest chapters, working in partnership with my treasurer. As a national board member, in addition to review and approval of PRSA’s financials, I served on the Audit Committee in 2015 and 2016, and on the Finance Committee in 2014, giving me deeper experience in fiscal supervision and working with the CFO.
A trusted partnership between board and staff is essential to the success of our society. Through my many years of national and chapter service, I have developed strong relationships with PRSA staff, based on mutual respect and understanding.
Leadership Skills
As a strong leader, I know how to inspire, motivate, influence, listen, collaborate and transform. I believe in making informed, research-based decisions that are outcomes-focused and tied to a strategic plan. I value diversity and actively seek multiple perspectives. I’m a strong relationship builder, rooted in credibility and trust. I’m also committed to the highest ethical standards.
Another aspect of being a leader is developing others. The board plays an important role in identifying, recruiting and developing future leaders, including for committees, task forces, sections, districts and chapters. I have counseled many society leaders at all levels, including encouraging new professionals to get involved early in their careers.
My leadership experience in PRSA runs deep, spanning national, section, district and chapter service. I served on the national board of directors and on the Health Academy executive committee. I served in an ex-officio capacity on the East Central District board. I spent 10 years on the Hoosier chapter board, including as president, where I led a board and committee roster of more than 40 volunteers. I also held committee positions in the New York chapter.
I have held PR agency leadership positions, including serving on Hetrick Communications’ management team, leading one of three account teams, and at DeVries Public Relations, where I supervised account teams.
On the corporate site, I have led cross-functional teams that accomplished goals by having a clear-cut mission, key deliverables along the way, core team meetings to get input and alignment at specific time points, and regular updates on project progress.
I know first-hand what's involved to rally volunteers and lead without authority. To be a part of a leadership team in any setting requires the ability to collaborate effectively, understand and respect different perspectives and opinions, and agree to an overall mission, strategy and plan.
Strengths
* Leadership and management: I've held leadership positions professionally, in PRSA and in community service. I've supervised staff, led cross-functional teams and supervised the work of PR agencies. In PRSA, I have held numerous national and local leadership positions.
* Diversity in practice: I have worked in agency and corporate settings, and in a variety of industries, including consumer products, health care, professional services (law, architecture, accounting/consulting), education and nonprofits. I’ve worked in both external and internal communications. I currently work for an international corporation with 42,000 employees worldwide and possess a strong corporate perspective as well as international experience.
* Geographic diversity: I have worked on the East Coast (New York City) and Midwest (Indianapolis and Chicago). I am the first known member of the PRSA national board from the Hoosier chapter, and believe the Midwestern part of the country (especially the area covered by PRSA's East Central District) needs more representation.
* PRSA insights: From my national and local service to PRSA for nearly 25 years, I have gained deep insights into the strategic direction and operations of the organization. I have excellent working relationships with PRSA staff, and have been an active member of two chapters. As a national board member, section leader and long-time assembly delegate, I gained further insights into PRSA’s priorities at the national level.
* Collaboration: Much of my career has involved working well with others toward a common goal. I know how to rally the troops and get things done. I am a team player who is skilled in consensus-building and building productive working relationships.
* Passion: My passion and enthusiasm for PRSA and the profession is infectious! I am a tireless advocate who is dedicated to service to both the organization and the profession.
Volunteer Commitment
Simply put, I am wired to serve PRSA. It started when I was a student leader in PRSSA, and continued when I volunteered in PRSA shortly after graduating and joining my first PRSA chapter. So for the past 27 years, I have devoted my time and talent to PRSA. PRSA is a part of me. I am so passionate about the society and this profession, that giving back is second nature.
Not wanting to over-commit myself, I have found that it’s best to make meaningful contributions to a small number of organizations. Splitting time between too many typically results in doing a limited amount of work for each, which does not make much of an impact. With that in mind, I focus my volunteer time on PRSA and United Way.
A good volunteer is one who has the time and energy to be engaged in, and follow through with, their volunteer commitments. This requires self-awareness of how much volunteer work one can handle. I know how much I can take on, and when to say no.
My team at work and my family at home are well aware of my commitments and are supportive. I do most of my volunteer work on the weekends, in the evenings or during lunch. I schedule calls during my drive home at the end of the day. I have other practices in place so that my volunteering does not negatively impact my work responsibilities.
As a former board liaison to PRSA’s Work-Life-Gender committee, I understand the sentiment that it’s no longer about work-life balance, but work-life integration. I find that making time for family, work and volunteering makes me a better person.
It’s important to me to give back to PRSA, and I look forward to continue serving the society.
Position Statement #1
Prompt: The lines continue to blur among the disciplines of public relations, marketing, IT and customer service, and the need increases to create more collaborative teams and hybrid professionals. PRSA has continued to evolve and respond to these issues in support of our members, partners and colleagues. What do you believe are the strongest components of PRSA’s strategic plan that will help our members address these challenges, and how will PRSA remain relevant and sustainable for the future?
PRSA’s 2017-2019 strategic plan refers to the adaptive professional. This is a key mindset for remaining relevant. Public relations is better equipped than any other discipline to adapt and evolve as we continue to see convergence between PR, marketing, advertising, social media, customer service and other areas. Communicators can, and do, serve as a strategic bridge.
A key concept in the strategic plan is that for our members to stay competitive, they need to broaden and diversify their skill sets as a greater emphasis is being placed on owned, shared and paid media, while earned media remains a mainstay of our business. A successful professional can flex across these areas, and PRSA is in a strong position to help our members develop those skills.
Enhancing professional growth of our members is a critical component of the strategic plan that must be executed relentlessly. Professional development, long a core strength of the society, is a reason why many people join PRSA, and we must meet their expectations. We need to look at delivery formats and adapt as necessary to member needs.
In March 2017, the USC Annenberg Center for Public Relations released findings from its second annual Global Communications Report (the first report is referenced in PRSA’s current strategic plan). Keeping on top of the trend toward convergence and its implications is a critical issue we must face, especially when 87 percent of respondents say the term “public relations” won’t accurately describe their work in five years. We need to stay ahead of the curve and place ourselves in a leadership position.
It shouldn’t be about turf wars as lines are blurred. While different disciplines may lead or own separate activities, they should support a common goal and broader organizational strategy and be strategically integrated. At the highest level, it’s not about tactical execution either. We must ensure that public relations is viewed as a strategic function in our organizations. I believe we’ve seen greater acceptance for strategic communications to be a lead discipline. It’s not just about having a seat at the table, but acting as a lead.
With thought leadership being another element of the strategic plan, PRSA's broader advocacy and thought leadership efforts should continue to address topics that threaten our profession and its reputation or show lack of understanding of our profession.
I believe my deep roots in traditional public relations, my roles devoted to social media and digital communications, my positions that were integrated with marketing, and my high-level understanding of integrated disciplines make for a strong combination to help further PRSA's efforts in helping our members and society adapt and evolve.
PRSA is not without its challenges, but the society is in a position of strength. PRSA is the premier organization for communications professionals who are leading, managing and doing more on an integrated basis than many of our counterparts. With continued strong board leadership, I am confident in the society’s ability to continue to evolve to meet the challenges our profession faces.
Position Statement # 2
Prompt: PRSA has become more complex and diverse in recent years. While the Society must become nimbler, we also are cognizant that we must help prepare our members to meet tomorrow’s challenges as leaders at every level. The role of the communications professional will continue to evolve, and PRSA will anticipate future trends, and support our members at every stage of their career. As a member of PRSA’s national board, what do you see as your role in contributing to helping our membership meet tomorrow’s challenges as leaders?
As defined in the 2017-2019 strategic plan, PRSA’s mission is to make communications professionals smarter, better prepared and more connected through all stages of their careers. From the new professional just starting out to the seasoned professional and everyone in between, PRSA has a responsibility to support its broad spectrum of membership.
The board needs to ensure that implementation of the strategic plan – which includes a sharper focus on professional growth opportunities – is prioritized. This includes expanding programming to include more relevant content. As a board member, I will help stay on top of emerging trends and member needs and bring those to the board and senior staff for high-level discussion on creating a vision for adapting professional development programming accordingly.
One aspect is developing our members’ skill sets to be well-rounded practitioners. This includes traditional areas such as strategic planning, reputation management, crisis communications, media relations and more. It also includes social media, multimedia content development, analytics, search engine optimization and other growing competencies.
Broader than that, we should help our members convey the value and role of public relations to their organizations to better equip them for leadership positions and set them up for success. This can be done by further leveraging the resources developed for PRSA’s “The Business Case for Public Relations” advocacy campaign, and providing vision into what may need to be updated to stay relevant. While in many situations public relations leaders have a seat at the table in the C-suite, in other cases practitioners still struggle with being heard and valued by management.
PRSA offerings aimed at growing our members’ public relations skill sets does not necessarily equate to developing their leadership skills. This is where PRSA's new Leadership Academy Task Force comes in, of which I am an active member. We're looking at developing our members beyond the core capabilities of public relations. This includes equipping them to be managers and leaders at all levels within their organizations. Just because you're great at your PR job, doesn't mean you know how to manage people or lead the function. I can help create that vision of how to grow our members’ abilities in relationship building, team collaboration, strategic decision making, leading teams, coaching, negotiating and other key components of leadership.
The board should provide the leadership vision of where PRSA needs to put a stake in the ground on ethics issues, best practices and other areas where PRSA should be at the forefront. The board needs to get ahead of the curve, provide strategic direction and push for innovation. As a member of the board, I will take a forward-thinking, strategic role to help guide that direction and ensure it's applicable nationally and locally.
As my own path has included PRSSA and PRSA leadership, and a change from traditional public relations and media relations to social media to internal communications, leadership and evolution has been a very consistent theme that I’ve embraced and demonstrated and can bring to the board.
Sonja Popp-Stahly, APR
Category
Secretary