Michelle Egan, APR, Fellow PRSA
Corporate Communications Director
Alyeska Pipeline Service Company
Anchorage, Alaska
Applying for: North Pacific District Director
Alternate Position(s):
Biography
BIOGRAPHICAL SUMMARY
For nearly three decades, Michelle Egan has applied her strategic communication skills to advance the reputations of government, non-profit and private sector organizations. Her career includes public relations positions at Junior Achievement, Anchorage Economic Development Corporation, the Anchorage School District and Alyeska Pipeline Service Company.
Accredited in 2001, Michelle has volunteered with PRSA for 15 years and was president of the Alaska chapter in 2016. Michelle mentors others in the workplace and in the public relations community; as professional advisor for the University of Alaska PRSSA chapter, she’s enjoyed helping students grow into successful PR practitioners.
Michelle’s passion for the community and social justice runs deep as she volunteers her time with Special Olympics, Campfire USA, Catholic Social Services, and Covenant House. She is sought after as a public speaker and trainer and is considered an expert on topics such as message development, crisis communications, ethics and advising leaders.
EDUCATION AND ACCREDITATION/DESIGNATIONS
B.A., Psychology, Boston College, summa cum laude, May 1988
M.A., Strategic Communication and Leadership, Seton Hall University, with honors, March 2012
Accredited in Public Relations since 2001
Member, College of Fellows, 2016
PROFESSIONAL EXPERIENCE
August 2008-present
Corporate Communications Director, Alyeska Pipeline Service Company, Anchorage, Alaska
I direct internal and external communications for company of 800 employees, charged with operating the TransAlaska Pipeline System. Reporting to the president and serving on the six-member executive team, I am responsible for all aspects of formal company stakeholder, media and government relations, crisis communication and philanthropy. I advise the executive team on strategic communication issues, develop the board-approved communications strategy and oversee a budget of $3.5 million. I supervise staff of seven as well as government relations and consulting contractors. I serve as a member of the Crisis Management Team during critical incidents. Issue and crisis management is a key responsibility given the iconic nature of TAPS and a history that includes the Exxon Valdez Oil Spill.
October 1998-July 2008
Communications Director, Anchorage School District, Anchorage, Alaska
As a direct report to the superintendent and member of her cabinet of six key leaders, I oversaw communications for the 82nd largest public school district in the US. I managed a budget of $2 million and staff of 11, carrying out community, media, government and employee relations. My department included two print shops, the district switchboard and a cable TV station. I developed and implemented customer service and communications training for 90 district schools and deployed the district’s first telephonic parent notification system. I initiated a research program measuring stakeholder satisfaction. Strategic communication efforts resulted in steady growth in public satisfaction. I oversaw crisis communications through two labor strikes, a major school fire and several school violence incidents.
June 1995-September 1998
External Programs Director, Anchorage Economic Development Corp, Anchorage, Alaska
I managed communications for the organization marketing Anchorage to businesses on a local, national and international level. I created and published corporate marketing materials, including brochures, proposals and feasibility studies. Most materials were translated into several languages. My media relations program resulted in frequent print, radio and television coverage. I initiated and implemented a change in the logo and positioning statement and developed brand standards. I coordinated special events involving up to 600 attendees.
August 1989-May 1995
Program Manager (1989-1991), Director of Operations (1991-1994), Development Director (1994-1995), Junior Achievement of Alaska, Anchorage, Alaska
Hired to bring economic education to Alaska’s rural communities, I developed and implemented an outreach program that touched every region in Alaska. I recruited, trained and managed more than 200 volunteers annually. I carried out PR activities, including frequent public speaking, writing news releases and PSAs, publishing newsletters and participating in trade shows. Promoted to director of operations, I oversaw the staff of three. As development director, I managed fund raising, organized events and wrote grant proposals.
BOARD MEMBERSHIPS
Alaska State Chamber of Commerce, board member (2009-2016)
Catholic Social Services, board member (2007-2016), development and advocacy chair
Council of Great City Schools, PR Executives, member (2000-2008)
National School Public Relations Association, member (1998-2008)
Public Relations Society of America, Alaska Chapter, volunteer (2001-2016), board member (2003-2006; 2009-2016), president (2016)
Special Olympics Alaska, volunteer (1999-present) media and VIP liaison, auction emcee
The Imaginarium, board member (2004-2008)
*additional detail in pro-bono section
PRSA Accomplishments
PRSA Alaska Chapter volunteer, 2001-2016
• Board member 2003-2006; 2009-present.
• Program committee chair, 2003-2004
• Ethics chair, various (approx. 5 years)
• PRSSA liaison, various (approx. 6 years)
• Accreditation volunteer (candidate preparation, mentor, panel member), since 2002
• Board development/Nominating committee member, 2013, 2016, 2017.
• Chapter president, 2016 (past-president, 2017)
• Accreditation chair, 2017
College of Fellows inductee, 2016
Member, PRSA Leadership Rally committee, 2017
Governance Skills
Serving the first decade of my career in the non-profit sector is a gift that has served me well for three decades. As a staff member, I learned that the most valuable use of a board member’s skills is focused on governance, leaving daily operations and decision making to staff who are best suited to carry out the organization’s mission. I have served on the boards of several non-profits, providing strategic guidance and executive coaching and support.
For nine years, I served on the board of directors of Catholic Social Services Alaska. During this time, I participated in strategic planning, led a revision to the communication and development strategy and staffing plan, helped hire a new executive director and advocated for funding and support for the organization. During a crisis that included serious conflict with a sister non-profit, I guided the board in focusing on the long term reputation and viability of the organization. During my tenure on the board, the organization developed key metrics for each function and the communications and development staff began reporting data to the board committee monthly.
Fiscal supervision is a key role of board membership and has been a focus in each of my volunteer roles. For example, when I became president of PRSA-Alaska, I learned that programs were not earning enough revenue to pay for themselves. We made this a priority for the chapter, revised the fee structure, and made each event cash-flow positive without reducing member benefit.
I would like the opportunity to apply my governance experience as a board member of social service and membership organizations to help the PRSA board focus on guiding the organization, leveraging the skills and experience of the board and maximizing staff resources.
Leadership Skills
Through most of my career, I have been fortunate to report directly to the chief executive of each organization. At the Anchorage School District and at Alyeska Pipeline Services Company, I began my employment reporting to a member of the executive team for a short time before being promoted. Regardless of the official reporting relationship, I have always built trust with the CEO and other executives and served as an advisor on communications and strategic business matters. I am included in critical conversations and related decisions and have positioned my staff to be counselors within the organization. Beyond my paid employment, I’ve served on boards of directors for several non-profit organizations, in each case playing a role in keeping the board focused on governance matters such as strategy setting, fiscal oversight, policy making and executive selection and evaluation.
In 2012, I earned a Master’s degree in Strategic Communication and Leadership from Seton Hall University. The degree and related study allowed me to ground my understanding of leadership in current research and business practices, strengthening my role as both a leader and an advisor to leaders. The Seton Hall program focused heavily on change management.
The board of directors of PRSA must be comprised of strong and experienced leaders. Supporting and directing an organization serving 21,000 members requires vision supported by solid planning and execution. What’s more, the board must lead the organization to be nimble, adapting to today’s environment while remaining true to values and ethics. My experience leading organizations and non-profit boards (including PRSA Alaska) is well suited to PRSA board membership and could enhance the effectiveness of the board.
Strengths
I have nearly three decades of experience practicing public relations in the public, private and non-profit sectors. This workplace experience is enhanced by my volunteerism, non-profit board leadership and active participation in PRSA, NSPRA and other membership organizations. My Master’s degree and professional development is focused on strategic communication and leadership as well as organizational change and development.
In my current role I am responsible for all communications functions, including media relations, community relations and philanthropy, crisis communications, government relations, internal communication, social media and executive communication. I’m a skilled team builder and recognized as a strategic advisor to executives and community leaders. Personally and professionally, I’m known to be patient, loyal and a trusted confidante. Though this section of the application requires me to outline my strengths and characteristics, I prefer to use my skills to advance others. I’m willing to fight for the underdog and never hesitate to diplomatically speak the truth.
There are many PRSA members with similar accomplishments. What differentiates me is this: I am passionate about the role public relations plays in our democratic society and committed to advocating for and advancing the profession. Events of recent years have amplified this passion; I’m deeply concerned that communication trends and the erosion of trust in our society threaten the credibility of public relations as a profession. Compromising the free flow of accurate information compromises our democracy. I would like to play a bigger role in advocating for the principles of public relations by serving on the PRSA board of directors.
Volunteer Commitment
Serving on the PRSA board of directors is a big commitment of time and energy. I’m grateful to all those who have served to date and recognize their collective contributions to my career and development. Last year I unexpectedly served as president of our Alaska Chapter. After years of balancing local board participation with family, career and community life, I agreed to step in when our incoming president was transferred out of state and the chapter needed an experienced leader. I was successful as president because of the commitment of our local volunteers and decades of local board members who built a strong chapter. My service to the organization here in Alaska inspires me to reach further and serve the national organization.
I am well positioned personally and professionally to commit to PRSA. Both of my children are living on their own – one in college and the other a recent graduate with a degree in communication. Their success as young adults allows me to focus more time and energy to volunteerism. Additionally, I’m advanced in my career and have been in the same organization for nine years. This tenure allows me some freedom to control my schedule and resources and pursue professional interests of my choosing, especially if they align with the company’s interests (as does PRSA). If elected to the board, I will do as I have with other priorities and limit my involvement on other boards in order to focus on PRSA. Because I travel frequently, I will have the opportunity to visit chapters and members in our region and across the country.
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?
I applaud the PRSA leadership for developing a strategic plan grounded in situational analysis, research and member input. The plan is accessible and the organization has done a good job marketing it to the membership. This demonstrates to members that the organization is projecting forward to help professionals keep pace with change; this is critical to capturing member attention and loyalty. Our members are smart and savvy, continually stretching their skill sets to stay ahead of the game; they need an organization that matches their energy and intention.
It’s difficult to single out components that are strongest. Here is why: expanding our membership, enhancing professional growth and expanding knowledge through thought leadership are not linear, separate components. They are interdependent, each component strengthening the other. For example, PRSA will only succeed in thought leadership if a diverse membership contributes to the body of knowledge. Likewise, rich thought leadership will attract a diverse and active membership. Diversity and thought leadership will drive our professional development. PRSA is on track for success by drafting a plan based on systems thinking.
Two aspect of the plan stand out as areas that may be uncomfortable for the organization to address, but are critical to success. The leadership is already boldly breaking through the discomfort.
Diversity: At ICON 2016, I was in the audience when a male member tweeted about the physical appearance of a speaker. This launched a Twitter storm of member comments calling out the inappropriateness and demanding respect. I’m uncomfortable with people taking to social media to air conflicts and I’m not a fan of public shaming. However, I do appreciate that social media is a powerful way for members to have a voice, debate issues and find support. The debate was an important one and ultimately led to an apology and some additional action. It certainly heightened awareness of the need for diversity and respect in our organization --- issues that were already a priority for the board. Like any organization, we are stronger with a broader set of voices --- voices that represent a range of gender, ethnicity, sexual orientation, age, professional discipline, and other characteristics. Building in ways to strengthen our diversity, listen to our members and challenge the way we do business will help us recruit and retain members, meet their expectations and prepare them for the rapidly unfolding future.
Ethics and thought leadership: I was never more proud to be a PRSA member than the day Jane Dvorak raised issues about “alternative facts” in a bold statement from PRSA. I’ve watched closely in recent years as some have morphed communication tactics to advance their agenda with little regard for ethics. Our viability as a profession is threatened if we allow others to “change the rules,” veering away from our values. PRSA must continue to make difficult calls and stand up for our profession. Bravo to Jane, BEPS, and the PRSA staff and board. I’m ready to join my voice and energy with yours through board membership.
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?
I understand the changing role of the PR professional. The demands on my team expand every day and keeping up with information flow, changes in technology and communication trends is a challenge. As a leader, I recognize that I can’t be an expert in every aspect of their work. But, I can trust their expertise and lead them to assess what’s happening internally and externally and adapt in the best interest of the organization. The same applies to PRSA board membership. As a 50-year old, Gen-X PRSA board member, I’m not likely to be introducing new trends to the organization. My role is more likely to connect with members and experts in our industry and others to understand the environment and expectations, help discern the need for change, and then lead and advocate for change. I’m willing to make that outreach and dialogue a priority if elected to the board.
My own professional role has changed from a focus on public relations to one focused more broadly on our business success. Responding to the needs of the company, I’ve become skilled at strategic planning, organizational development, leadership coaching, culture building and general change management. I am prepared to bring these skills to board, committee and task force membership to advance the interests of PRSA. What’s more, I’m eager to develop these skills in others.
I would like to play a role in the development of thought leadership and have a specific interest in PRSA’s relationship with Ethisphere. My organization has applied for and been named one of Ethisphere’s World’s Most Ethical Companies five years in a row. I’m familiar with the organization and have promoted the Ethisphere/PRSA joint publication on communication ethics. Ethisphere has research to show ethical companies are more successful companies; we have an opportunity to leverage that partnership to show our members the value they bring their organization with ethical communication. Further, they can learn ways PRSA and Ethisphere can equip them to play a more important and relevant role as ethics advisors.
Finally, I believe boards of directors are most effective when focused on governance functions and I am comfortable with and experienced in that role. This includes setting and communicating vision and related strategy, establishing policy, providing fiscal stewardship and oversight, guiding the chief executive and connecting the organization with outside resources. The board already has adopted an outstanding strategic plan. As a board member, I will serve as an advocate for staff executing the plan, tracking and evaluating it based on metrics and member feedback and adjusting as needed.
Michelle Egan, APR, Fellow PRSA
Category
North Pacific District Director