The Public Relations and Communications Association has finally published a new definition of public relations which encapsulates how the industry should really be understood.
For a long time, PR has been mistakenly reduced to outputs: press releases, media coverage, statements, or “getting the story out there.” Those tools still matter, of course, but the PRCA’s updated definition makes something clear: they are not the purpose of PR, only part of the process.
The new definition positions PR as a strategic function focused on building trust, navigating complexity, and helping organisations maintain legitimacy with their stakeholders. In other words, PR is not simply communication after decisions are made, but counsel that should influence decisions in the first place.
At its best, PR operates at board level. It supports leaders not only in shaping what they say, but in determining whether they should speak at all. It encourages organisations to listen, consult, and collaborate with the audiences and communities they rely on, and to build long-term relationships rather than one-shot headlines.
This is an important distinction, because too often PR is still treated as a reactive service: something brought in to explain, defend, or repair a decision after it has already been made. That isn’t strategic PR; that’s firefighting.
The PRCA’s definition is a timely reminder of what effective public relations really is: a leadership discipline rooted in insight, trust, and reputation. It’s about helping organisations do the right thing, not just say the right thing.
Our focus has always been on providing senior counsel, understanding stakeholders and shaping decisions at the outset, rather than simply delivering communications after the fact. In that sense, the PRCA’s update doesn’t mark a change in our approach, but a welcome recognition of the way we have always worked.
Today, scrutiny is high and trust is hard-earned – the real role of PR has never been more valuable.