Advice, input, lobbying or influence?

The  reports a “row” over Lord Stevens’ report into football corruption with Richard Scudamore, the Premier League chief executive, being accused of influencing the outcome.  This raises a number of considerations of interest to public relations practitioners:

  • does advice become influence if it is taken?
  • is it “wrong” to lobby – and how does that impact on a report’s “independence”?
  • if you don’t get what you want – is it okay to keep up the pressure (as hinted in Scudamore’s memo)?
  • why is it acceptable to undertake one-way communications (giving advice) but not two-way (having discussions)?
  • why are bodies such as the Premier League and the Football Association seen as adversaries rather than working together for the good reputation of their sport?
  • why don’t most people see ethics as something driven by having personal values rather than what you can best get away with?
  • Britain is not alone in questioning the values of those behind “the beautiful game“. Poland, Kenya, Italy, Belgium, Germany, Portugal… no wonder that global soccer boss, has named corruption as top of the list of the game’s problems.  And with media comments all citing “the reputation of the game”, clearly public relations needs to have a strategic role in the future rather than the more traditional “control” press agentry approach all too often evident.

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Heather Yaxley

Heather Yaxley is passionate about PR - teaching the CIPR qualifications, lecturing part-time at Bournemouth University and running the Motor Industry Public Affairs Association (MIPAA). I'm undertaking a PhD looking at Career Strategies in PR. I love sharing ideas and knowledge - connecting news and views by blogging on public relations and educational developments, especially relating to accelerated and active learning. I'm also a published author, qualified trainer and experienced consultant.

2 thoughts on “Advice, input, lobbying or influence?”

  1. David Southern has been Heart of Midlothian’s communcations director since July last year in a role that, I believe, didn’t existed before. So someone at somepoint decided that Heart’s needed a clear communications direction.

    Some say he’s got the hardest PR job in Edinburgh. On the other hand, others schools of thought say a new guy like him can set a precedent by being the first to help ‘mould’ the club’s communications efforts and its continuing relationship with its key stakeholders.

    What I don’t know, but what I would love to find out, is this: is David’s role a strategic management function as his title suggests?

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