Samuel James Morrey Sims, APR
Director of PR & Mktg
US Fleet Tracking
Edmond, Oklahoma
Applying for: Southwest District Director
Alternate Position(s):
Biography
Sam Sims, APR has been part of the US Fleet Tracking family since 2009 and joined full time as the Director of Public Relations and Marketing in 2010 after serving as the account director within a national public relations agency. His primary role for the organization is to achieve the company's business objectives through fostering communications between the organization and all of its target markets.
Sam's lengthy career in public relations and marketing has been honed through architectural, engineering, energy, medical, science, technology, and arts industries where he has realized successes in communication planning, development, media relations and crisis situations.
He is heavily involved in the public relations industry and is a Director of the Public Relations Society of America’s National Board since 2016. Sam is a Past Chairman for PRSA's Technology Section, a Past Chairman of PRSA’s District Council and a former Chairman of PRSA’s Southwest District. He is a Past President of the Oklahoma City chapter of PRSA, and continues his local leadership capacity by serving as the Website Co-Chairman, which he's held since 2000.
Sam's commitment to his career was accentuated in 2005 when he received national accreditation in public relations from the Universal Accreditation Board.
He was named one of the “Achievers Under 40” by Journal Record magazine in 2007, one of the "Forty Under 40" by OKCBusiness in 2005 and selected “Outstanding Young Professional in Public Relations” in 2003.
As a featured speaker at conferences and association meetings for more than 15 years, Sam shares his knowledge of communications strategies and techniques within emerging technologies. Sam is committed to growing and developing his community, where he serves in leadership capacities among the board of directors for the United Way of Canadian County and is a past board member of the Oklahoma City Philharmonic, Orchestra League and Red Bud Classic. He also serves on the Heartline Development Committee. Sam is a former marketing committee member for the Arts Council of Oklahoma City and for the United Way of Central Oklahoma.
PRSA Accomplishments
PRSA National Finance Committee | 2017
PRSA National Awards Tasks Force | 2017
PRSA National Thought Leadership Committee | 2017
PRSA National Finance Committee | 2016
PRSA National Board District Council Liason | 2016
Director PRSA National Board | 2016-Present
Technology Section Chairman | 2015
District Council Immediate Past Chairman | 2015
Assembly Delegate | 2015
District Council Chairman | 2014
Technology Section Chair-Elect | 2014
National Nominating Committee Member | 2013
District Council Chair Elect | 2013
Southwest District Immediate Past Chair | 2013
Technology Section Secretary | 2013
Southwest District Chairman | 2012
District Council Member | 2012
Technology Section Brown Bag/Webinar Committee Chair | 2012
Southwest District Chair-Elect | 2011
Technology Section Executive Committee Member | 2011
Southwest District Secretary | 2010
APR Readiness Review Panelist | 2010-2015
Southwest District Conference Co-Chair | 2009-2010
Assembly Delegate | 2008-2010
Chapter PRSSA Liaison | 2006
PRSA-OKC Immediate Past President | 2006
PRSA-OKC President | 2005
PRSA-OKC President-Elect | 2004
PRSA-OKC “Outstanding Young Professional in Public Relations” | 2003
PRSA-OKC Treasurer | 2003
PRSA-OKC Board Member at Large | 2001-2002
PRSA-OKC "Award of Merit - Internal Communications" | 2001
Professional Development Co-Chair | 2000
PRSA-OKC Website Co-Chair | 2000-Present
Governance Skills
Having the honor and privilege to participate on numerous boards throughout my career has helped me refine exactly where governance and leadership intersect among a staff-driven, volunteer supported organization much like PRSA. This unique knowledge base has empowered me to seek opportunities where the governance I provide is in a meaningful manner and not simply action.
We've all participated in organizations where actions are created for action sake and missed the opportunity to provide driving direction on strategy and tasks that will move an organization forward toward its mission. As a member of a team providing governance, I constantly filter what is occurring and seek the items that will move an organization forward. Should there not be any meaningful action, I ask the necessary questions and offer the gentle guidance that helps the group recall its need to focus on the organization's vision while taking action that meets the mission.
More often than not I'm asked to continue my leadership within organizations to top leadership levels. This affords me the opportunity to share key projects allowing constituents to focus on a few things that meet the mission of the organization all while adhering to the vision.
Once plans are set in motion, I pursue indicators and bring them to the forefront that will help the organization thrive and grow toward its strategic plan. I have discovered that most indicators begin in the fiscal arena where small movements are the proverbial warning flags that can guide decisions toward success and steer away from potential pitfalls.
Leadership Skills
Through my experience as a board member of numerous organizations, I'm able to quickly recognize when staff-driven, volunteer-supported organizations lose focus of their mission. Not to any fault of their own, but when in the middle of conducting business, focus shifts from the purpose to the action items in front of them. I've lead organizations to their goals while staying diligent on the must-do action items that meet the mission; all while I've asked the critical questions in a learning manner that help identify potential issues.
Spotting the seemingly magic sauce that drives an organization toward its goal and increases its value among its constituents is where I shine followed by the ability to outline measurable objectives with significant strategies backed by meaningful action to fulfill the organization's mission.
The obligation to extend a relevant knowledge base where best practices and avoidable pitfalls are shared across every level is at my core. When we participate in a manner that others can implement nuggets of success almost immediately, we all thrive. I’m able to help others formulate these nuggets as well as identify them and bring them out so everyone learns from those that have gone before us.
I’m able to spot trends that are larger than fads and implement them into the foundation of communications. I feel this is where I can assist with PRSA’s authoritative voice becoming louder as new mediums and media arise.
Sometimes knowing when to follow is the true mark of leadership. I by no means possess all the answers – nor would I want to – but I search for the opportunities to allow others to lead. I’ve seen this create better balanced, wildly creative options for organizations. Knowing exactly when to step back and gently guide has been something I’ve honed throughout my life.
Strengths
I possess leadership skills that have been described as dedicated, strong-willed, direct, honest and organized. Being part of the national board has shown me that diversity in mindset is critical when approaching the decision-making process. PRSA benefits when each member of the board comes to the table with differing mindsets. When each member is challenged to think of situations in a new way, creativity thought leads to innovative action.
Understanding that my unique leadership style is but one of many, I must be ready to bring my thoughts to the foreground when PRSA will benefit and I must be cautious when the potential for personal bias could hinder the Society.
Leaders should continually seek growth among their skills, which is why I relish opportunities to learn. I hone my abilities to activate, be strategic, and relate to others through training courses, books, podcasts and other leadership opportunities. Knowing where my weaknesses are, allows me to either dive deeper and shore up the weakness or surround myself with and seek guidance from people whose strengths offset my weaknesses. I do not have all the answers, but likely someone within the room has the answer.
I’m one that’s guided by facts and do not give up my beliefs because of simple opposition. In fact, I cherish when my thoughts are challenged since it gives me the opportunity to rethink my stance and see it from all angles. I strive for organization, which makes it simple for me to delegate responsibility and tasks in a balanced manner.
Volunteer Commitment
I owe my career and my personal life to PRSA. Every career opportunity I have had can be traced back to direct impact from PRSA and its members. PRSA has given me an incredible foundation for volunteer leadership to which I have shared with my community through leadership on other volunteer boards. I also met my wife because of two individuals I knew through PRSA. So you can say that my passion for PRSA is what drives me to give back and commit to volunteering at the local, district, section and national levels.
It’s my belief that you get out of something what you put into it. This is why I approach all my volunteer commitments from a servant leadership mindset. I am entrusted with leadership opportunities because I know I must serve the greater good and not lead with the mindset of take-first-and-give-back-later. I know I must lead by example if I want others to share in my vision. I must be able to share my passion in a way that others will take on the challenge of growing an organization in a concerted effort.
Because of my passion for PRSA, balancing daily and board responsibilities has been something that comes naturally. Most times when challenges arise with balance, communication among those impacted helps alleviate the challenges. Sometimes it’s putting in the extra time; sometimes it delegating and planning that helps with time commitments.
I am passionately driven to give back to PRSA in a way the benefits the Society and its membership!
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 wholeheartedly agree with the statement that membership is the lifeblood of the Society, and as such, our ability to attract, retain and grow our members is in direct correlation with our real and perceived value as well as received benefits. We need to meet this head on to remain competitive – not only to sustain our organization but to educate and grow our members among a rapidly changing business climate.
While serving as chapter president, I brought a vision that welcomed the next generation while impacting seasoned professionals. I created opportunities for our chapter to engage with local PRSSA chapters and mentor their members into the industry. Although I cannot speak for others, I still foster the relationships with several individuals I mentored. The knowledge I impart is eclipsed by the knowledge I gain from these bright, innovative practitioners. We also championed a pilot program where we engaged with a local high school to build diversity within our industry and instill in the students that public relations is a very viable career option for them. Unfortunately, the pilot program no longer exists due to changes in the school’s curriculum. We also created a unique opportunity for our seasoned practitioners. These networking opportunities allowed them to directly interface and engage with each other in a way that fulfilled their need for learning within community.
As a chapter, we saw more engagement among our members and experienced a large increase in membership for several years because of these initiatives. I’m also honored to say we assisted in the encouragement and creation of a PRSSA chapter at a local university.
PRSA possesses a vast library of tools and resources, and it is up to us to package these tools and resources in a way that the membership will gain real benefit. We must also review these offerings to draw out the foundations while ensuring they meet the current needs of the members and their organizations. There is something to be said for historical content, but not merely at face value. We must determine how this content fits the needs of the current landscape and draw out the foundations that will impact the creation of new tools and resources.
Thought leadership is critical for our Society. In a world of increasing need for content and data, I feel it is our duty to our membership that we constantly and consistently provide relevant content to our members for educational and development purposes as well as to the business community to assist in growing our voice of authority on communications and drive ethical conversation when needed. It seems like daily that a new voice enters that is attempting to capture an audience with communications insight and content. Because of our ethical standards, our accreditation and our ability to build community, PRSA should always lead the conversation and be the depository for information and case studies. Our reports, our findings, our studies should be the subject matter for headlines among business leaders.
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 a member of the PRSA national board, I see my role as one that increases, engages and diversifies its membership along with driving thought leadership both inside and outside the communications industry. When getting involved with an organization, I set out to better it with my knowledge, skills and talents in a meaningful manner that meets the organization’s mission while maintaining its vision. Before offering these, I feel it’s only right to understand the organization at as many levels as possible.
It’s with this approach that I’ve sought leadership roles throughout my local chapter, my district, the District Council, the section that impacts my industry, and now the national board. Without this intimate knowledge of PRSA, I firmly believe I could not be an effective leader. I possess a deep understanding of how PRSA operates at its various levels and use this knowledge to guide my decision-making process during meetings and when offering insight to those leading task forces, committees and subcommittees.
This model has proven successful in most every organization I participate; whether that’s my local homeowner association to civic groups or nonprofits to community events.
I understand that it is part of my duties to engage the organization in a manner that not only allows it to meet its day-to-day needs of serving the member, but that I must provide the challenging direction and mindset that will elevate the organization to the next level while laying a foundation for future growth.
Now more than ever, we are challenged with the blurring lines when it comes to communication. We must equip our membership with the necessary tools and skills that will help them succeed as communicators and conquer the challenges of relevancy among the business community.
We, as the members of PRSA, must encourage professional growth among our peers so in turn we can make a real impact on thought leadership among business leaders outside of PRSA and outside of the communications industry. Driving meaningful thought leadership will position PRSA as the trusted source for knowledge, education and growth along with positioning its membership as valued counselors to achieve organizational goals and objectives. We must act, now.
My role is to ensure that no matter what decision is made at whatever level within PRSA that the decision be squarely pointed toward our vision and mission all while incorporating our strategic plan. My knowledge of PRSA’s inner workings will lend itself to ensuring we as a board will see these guiding pillars through to success.
Samuel James Morrey Sims, APR
Category
Southwest District Director