Robert Scott Pritchard, APR, Fellow PRSA
Instructor & Faculty Adviser, Lindsey + Asp
University of Oklahoma
Norman, Oklahoma
Applying for: Southwest District Director
Alternate Position(s):
Biography
Bob “Pritch” Pritchard, APR, Fellow PRSA, Captain, U.S. Navy, (Retired), has more than 25 years of professional experience as a public relations practitioner and more than 15 years experience as a public relations educator. He assumed his present position in August 2009 teaching public relations in the Gaylord College and advising Lindsey + Asp, the College’s Nationally Affiliated student-run advertising and public relations firm. He is also Faculty Adviser to the Stewart Harral PRSSA Chapter at OU.
In May 2015, he joined The Golding Group (www.thegoldinggroup.com) as partner and chief strategic counsel. When not teaching, he brings more than 40 years of experience in public relations, “big picture” communications thinking and executive mentoring to bear to help businesses and non-profit organizations attain long-term, sustainable growth.
Before joining the Gaylord faculty, Pritch was a tenured associate professor and public relations sequence coordinator at Ball State University. In addition to teaching undergraduate and graduate courses, he served as Faculty Adviser for the Nationally Affiliated, student-run firm, Cardinal Communications, selected as the top student-run firm in PRSSA in 2008. He also advised the Ball State chapter of PRSSA.
In 2004, he was named the outstanding PRSSA Faculty Adviser. He was Ball State University’s Outstanding Junior Faculty Member for the 2005-2006 academic year.
Pritch was inducted in the PRSA College of Fellows in 2004. He has been very active at the national level, having served on more than a dozen PRSA task forces and committees, including the 2017-2019 Strategic Planning Committee and the Conversion & Retention Task Force. He’s been a member of the PRSA Educational Affairs Committee since 2005 and is past chair of the PRSA Educators Academy (2005-2007). In 2013, he was selected as the PRSA Outstanding Educator and was the 2011-2015 PRSSA National Faculty Adviser.
At the Chapter level, Pritch has served as ethics officer, director of professional development and assembly delegate for the Hoosier Chapter and as accreditation chair for the OKC Chapter.
An expert in crisis communication, he has published numerous articles in national trade publications and academic journals and presented dozens of papers at academic conferences.
In 2002, as the crisis communications expert on The Rendon Group training team under DOD contract, Pritch helped develop a crisis communications structure and a process to improve the crisis management capabilities of the Colombian armed forces. He also trained key members of the Colombian Armed Forces General Staff, Colombian Chief of the Air Force staff and Colombian Chief of Naval Operations staff on how that structure and process worked and on the principles of effective crisis communications.
In 2008 and the first half of 2009, he led a $2.5M Department of Homeland Security cooperative agreement to provide advanced crisis communication training to 9-1-1 managers, Public Information Officers, Agency heads and crisis management decision makers.
Pritch received a Bachelor of Science degree in Business Administration from Phillips University in 1974 and a Master of Arts in Public Relations from Ball State University in 1988.
Pritch was commissioned an Ensign in the U.S. Navy in 1974 and immediately started pilot training. He was awarded his Wings of Gold in August 1976. Following initial training in the A-7E Corsair II at NAS Lemoore, California, he was assigned to Attack Squadron TWENTY-FIVE, where he served until March 1978.
After being medically grounded, he reported to the nuclear-powered aircraft carrier USS ENTERPRISE (CVN-65) where he served as the Public Affairs Officer (PAO) until June 1980. He was accepted for change of designator to 1650 (Special Duty, Public Affairs) in March 1980. His first public affairs assignment was as an instructor and Public Affairs Officers Course coordinator at the Defense Information School, Fort Benjamin Harrison, Indiana.
In June 1983, he reported as the Assistant PAO, U.S. Sixth Fleet, Gaeta, Italy, where he served for two years. Among the crisis communications challenges he faced in this assignment were the terrorist bombing of the Marine Barracks in Beirut, Lebanon, and the subsequent air strikes in that country.
He was then assigned to the Navy News Desk in the Office of the Chief of Information, Department of the Navy in the Pentagon from June 1985 to June 1988, where he served as principle spokesperson for a number of sensitive Navy issues including the attack on the USS STARK and the capture of the Achilli Lauro pirates.
That assignment was followed by two years as the PAO, Commander, Naval Air Forces, U.S. Pacific Fleet, where he was responsible for all public relations matters involving the men and women, aircraft carriers, aircraft and air stations in the Pacific.
In 1990, he was assigned as PAO, Commander, Naval Special Warfare Command, the first public relations expert assigned to the Navy SEALs. During that time, he successfully planned and executed the media relations plan that allowed the SEALs story to be told upon returning from Desert Storm. He also planned and executed a family information and support network that kept spouses and families up to date on SEAL deployments, a first for the SEALs.
In June 1992, Pritch reported for duty as the Deputy Chief of Public Affairs, United States Pacific Command, Camp H.M. Smith, Hawaii, where he served until September 1995. Here, he was responsible for all U.S. military public relations activities for an area of jurisdiction that covers more than fifty percent of the world's surface, sixty percent of the world's population, thirty-six countries, twenty territories, and ten possessions of the United States.
Pritch was promoted to Captain in 1995 and assigned as Chief, Public Affairs, United States Strategic Command, Omaha, Nebraska until July 1999. There, he directed all U.S. military public relations activity for the nation’s global strike and strategic deterrence forces.
He culminated his naval service as the Director of Public Affairs for United States European Command, Stuttgart-Vaihingen, Germany, from August 1999 until his retirement from the Navy in August 2001. There, he directed all U.S. military public relations activity throughout the European Command's 91 countries and 13 million square miles in Africa, Europe, and the Middle East.
PRSA Accomplishments
PRSA accomplishments are listed under Governance Skills.
Governance Skills
Member, PRSA Strategic Planning Committee, 2016 – present.
Member, PRSA Conversion and Value Task Force, 2016 – present.
Member, PRSA, Educational Affairs Committee, 2005 – present.
Member, International Public Relations Research Conference Board, 2008 – present.
Chair, Education Initiative subcommittee, PRSA College of Fellows, 2009 – 2013.
Member, PRSA College of Fellows selection committee, 2008 – 2011.
Member, PRS, Educational Affairs Committee, 2005 – present.
Co-Chair, CEPR subcommittee, PRSA, Educational Affairs Committee, 2009 – present.
Co-Chair, Learning to Teach subcommittee, PRSA, Educational Affairs Committee, 2007-2009.
Member, PRSA Governance & Assembly Task Force, 2007.
Member, PRSA Research Committee, 2006 – 2009.
Member, PRSA MBA Initiative, 2006 – 2014.
Member, PRSA Executive Director Search Committee, 2006.
Immediate Past Chair, PRSA, Educators Academy, 2006 – 2008.
Chair, PRSA, Educators Academy, 2005 and 2006.
Chair-elect, PRSA, Educators Academy, 2004.
Treasurer, PRSA, Educator’s Academy, 2003.
Chair, PRSA, Educator’s Academy “Alliance for Learning” committee, 2002 and 2003.
Accreditation Chair, PRSA, OKC Chapter, 2009 – 2014.
Director, Professional Development, PRSA, Hoosier Chapter, 2008 - 2009.
Ethics Officer, PRSA, Hoosier Chapter, 2004 – 2007.
Chair, Steering Committee, Indiana Public Relations Leadership Summit, 2004 – 2009.
As you can see from this list of positions held, I’ve had ample opportunity to exercise the various aspects of governance and leadership.
Over the course of my 27-year Navy career, from the time I was a newly-minted Ensign to my assignment as PAO for three Unified Command public relations offices, I was crafting and implementing policies, determining critical command and public relations priorities, involved in establishing the high-level strategic direction of the command, monitoring the effectiveness of public relations initiatives for which I was responsible, and overseeing financial and budgetary issues. I believe this experience qualifies me to be a viable and valuable member of the National Board.
Leadership Skills
Much of my understanding of and experience in leadership was forged and honed while I served in the Navy. The military is a far more collaborative organization than a stereotypically-held view might lead you to believe. Relationship building and collaboration were always the main factors in helping me build consensus, which was the life blood of getting public relations initiatives approved, supported with resources and implemented.
I learned to advance sound recommendations based on extensive homework that anticipated and met the concerns of more senior leaders, which led to success in my job. I also learned that my recommendations had better line up with my commander’s intent or they would fail before they ever had a chance to see the light of day.
It was also essential that I have an excellent grasp on the environment and a deep understanding of the mission, vision, goals and objectives of the organization if I was to successfully fulfill my role as public relations counselor and protector of the command’s reputation. This sometimes meant having to have the guts to tell my boss and his/her staff when they were wrong or when a potential decision or message wouldn’t translate the way we needed or expected.
The university is a very different kind of bureaucracy, where academic freedom and faculty governance are king. Over the course of my more than 15 years in academe, I’ve successfully advanced numerous initiatives that improved the quality and reputation of our public relations program and made our students better. To build consensus for these initiatives among such an eclectic and independent group of very smart people has further equipped me with the leadership skills I believe are essential to being a positive, contributing member of the national Board.
Strengths
As a Navy Public Affairs Officer, I was a generalist, involved in every functional area of public relations, except investor relations, which allows me to understand the challenges and opportunities of a vast segment of our membership.
Since transitioning into academe I’ve gained an understanding of the theoretical underpinnings of our profession and have stayed engaged in the latest research in public relations, leadership and communications. Together with my experience, this gives me a very broad perspective on our profession.
I’ve held leadership positions on a PRSA standing committee, section and chapter, which when coupled with my service on numerous special committees and task forces, gives me even greater insight into PRSA. My current participation on the Strategic Planning Committee and the Conversion & Value Task Force give me a leg up in helping move the Association into the future.
My long term and significant involvement in PRSSA brings with it an excellent understanding of the next generation of PRSA members and leaders.
On a personal level, it’s always been extremely important to me to be a team player. I strive to be an encourager and generate positive energy in those around me. I’m dedicated and passionate about making a difference. Reliability and diligence in discharging my responsibilities are hallmark characteristics. I’ve always sought first to understand the organization’s goals and objectives and have always been good at seeing the big picture, both of which I think give me an edge when it comes to making the right call. I consider myself a self-starter, highly motivated and perceptive with great strength of character and self-reliance. I consider myself unflappable and highly adaptable and tend to handle change with ease. I hope that my legacy is being known as possessing an indefatigable “can-do” spirit.
Volunteer Commitment
In nearly 20 years in PRSA, I have heard many people talk of “volunteers” and “volunteer leaders.” These phrases often seem presented as an apology for adding additional tasks to another’s workload. Sadly, they are also occasionally used to pardon less-than-stellar results or as some kind of secret “out” in case one gets busy and/or can’t get the work done.
From an early age, my parents reinforced the idea of responsibility, not as a burden or obligation, but as the authority to make something happen. When I accepted responsibility for something, they left no doubt that I had a duty to fulfill the accompanying obligation(s) to the best of my ability. Accepting responsibility was seen as an opportunity, an empowering opportunity to make a difference. “Volunteering” meant only that I accepted the opportunity of my own free will. Volunteering has never been an excuse for less-than-excellent performance or for overlooking a task. If you can’t do it, don’t raise your hand. If you raise your hand, seize the opportunity!
Twenty-seven years in the Navy reinforced this idea to a fare-thee-well. Whether your volunteered or were “volun-told” didn’t make a lick of difference; it was yours, you owned it and your reputation depended on how well you accomplished your responsibilities. It is anathema for me to think and act differently.
I would not seek this opportunity if I wasn’t ready to accept the responsibility that goes with such a leadership position. Melding my responsibilities as a Board member is simply a function of time-management and adjusting what is already on my plate to make room for the new tasks that come with Board service. But no one will ever find me using the term “volunteer” as anything other than an opportunity to make PRSA better.
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?
The components of the 2017-2019 PRSA Strategic Plan – membership, professional development and thought leadership - work together to keep us relevant and sustainable for the future. Membership is our life blood and nudges us in new directions as we bring in more diverse disciplines. Thought leadership keeps us ahead of the curve and constantly thinking about what’s next, which in turnn brings us insights that allow us to innovate and inspire.
The strongest component, however, is professional development (PD). PD has been a core competency of PRSA for many years, but the key to taking our programming to the next level is the expanded focus on providing connections as well as the tools and information to allow our members to be successful in today’s continuously changing environment.
I have had the honor and privilege of serving on the PRSA Strategic Planning Committee since its inception. From the beginning, we recognized that the changing landscape and blurring of disciplines posed a challenge, but also represented educational opportunities. On the one hand, there is a segment of our leaders who are “lifelong learners.” On the other, there is a pool of new professionals, especially from these other disciplines, who do not have any formal public relations education.
To maximize our progress, however, we must acknowledge and address several areas. First, the quality of our programming is inconsistent and some of our content is stale. The common satisfaction index is helpful in uncovering exceptional programs and gives us another metric against which to measure the member value of our offerings. Together with a more consistent process for vetting our presenters and content, we will more quickly see which presenters/presentations are resonating and which have gotten long-in-the-tooth.
Second, our strategic plan recognizes that we don’t have a lock on good ideas and great training at the national level, that there are chapters, sections and districts who are doing spectacular things with their programming. Leveraging the best of these great ideas and scaling them will dramatically improve our PD efforts.
Third, we need to tap into our young professionals for ideas, especially as we want them to build an affinity for the association, convert from PRSSA to PRSA and become lifelong members. I often learn of the latest communication trends and what content resonates with millennials from my students. A good number of PRSSA Chapters excel in their programming and PRSA could take some topic and/or speaker cues from them.
Finally, we may need to rethink how we define and deliver PD. As an educator, I’ve seen how the delivery of instruction has changed dramatically in the last 15 years. Best practices in academe can help us understand how to offer PD that is accessible in the manner, time and place our members prefer. Likewise, news organizations such as Buzz Feed and the non-profit organization TED and its popular Ted Talks provide information and ideas in an entertaining, bite size way that we should consider emulating.
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?
Perhaps my most important role as a member of PRSA’s national board is to identify and understand the professional needs and desires of tomorrow’s leaders. Closely linked to that is an awareness of industry and communication trends. As a board member, it’s important to have an inclination of what’s ahead in order to make informed decisions and recommendations that will keep PRSA on the cutting edge. Finally, a key role as a member of the board is supporting and empowering staff and volunteer efforts to raise the bar.
There are four main reasons I am well-equipped for these roles. First, is my proximity to the planning process and its direct connection to member needs and expectations. I have been a member of the Strategic Planning Committee and Conversion & Value Task Force since their inception. These assignments have given me unique insights into where our members are today and where they desire to be tomorrow. The Conversion & Value Task force has been especially helpful in identifying what drives PRSSA members toward or away from PRSA as they begin their careers.
Second, is the breadth and depth of my engagement throughout PRSA. I have extensive experience as a practitioner and as an educator, helping me identify the needs and desires of both aspects of the practice of public relations. My service to PRSA extends from local to national responsibilities and my engagement with members from student (PRSSA) to senior professional (College of Fellows). This gives me a more holistic understanding of the needs and circumstances of our broader constituency, as well as a wide range of relationships to call upon, if needed.
Third, it’s imperative as an educator to stay current on communication trends in theory and practice. Since transitioning into academe, I’ve built upon the environmental scanning habits developed as a practitioner by adding a better understanding of the theoretical underpinnings of our profession. Scholarly activity is an important component of teaching in higher education and I’ve stayed engaged in the latest research in public relations, leadership and communications. And, of course, I have my students to help keep me current on the latest trends and tools. Taken together with my experience, I bring to the table a very broad perspective on our profession.
Fourth, I pride myself on being a collaborator and team player. Through my engagement in PRSA, especially at the national level, I clearly understand the tremendous corporate knowledge and continuity that resides within the PRSA staff. At the same time, volunteer leaders bring new ideas and energy. We are successful as an organization when we meld the best of both worlds in partnership, something I’ve been committed to since joining PRSA.
I seek to serve the membership of PRSA as a board member without a personal agenda beyond helping make the organization better. I’m proud to be a member of PRSA and am excited about the opportunity to move the association forward into the next decade.
Robert Scott Pritchard, APR, Fellow PRSA
Category
Southwest District Director