By C
K Sardana*
After a 23-year stint in PR/Corporate Communication --
all along in BHEL's Units at Bhopal and Hardwar -- I was transferred as
Head/Corporate PR at New Delhi in June 1985. Even though, I belonged to Delhi, I had not rubbed shoulders with media and
media persons
stationed in Delhi. But, then, I was not a novice in PR/CC,
either!.
On the very first day, I sought advice from the personnel in Corporate PR as to how to go about. While I was new in that position, they had already spent over a decade dealing with media in Delhi. I just asked them to name 1-2 media persons with whom they were not very comfortable or, in other words, who were not very cooperative. They named Harish Awasthi who, then, was Director/News/Doordarshan. Incidentally, unlike now, there were no other TV channels at that time.
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| The Author |
On the very first day, I sought advice from the personnel in Corporate PR as to how to go about. While I was new in that position, they had already spent over a decade dealing with media in Delhi. I just asked them to name 1-2 media persons with whom they were not very comfortable or, in other words, who were not very cooperative. They named Harish Awasthi who, then, was Director/News/Doordarshan. Incidentally, unlike now, there were no other TV channels at that time.
I asked my colleagues when did DD carry an item on BHEL
last time. They shrugged and said '3-4 months'. That, surely, was not
acceptable to me. In tune with my nature and work style, I thought it best to
take initiative, get to Awasthi and have a dialogue with him. I rang him up. He
was, as expected, cold and said yes, no and so on.
I thanked him and concluded 2-mt talk 'OK, Sir, I will
come over after a few days and then we will talk.'
He said Fine.
After 15 days, I met him. This time, he was little warm
and forthcoming. He started saying that BHEL was not doing well at all.
Contents of what he said and his body language made me understand that his
premise was based on lack of communication with him. He was quite angry. I just
listened, smiled and thanked him for his frankness. I said 'we will keep
meeting'.
This time again he said FINE.
In the third meeting, I requested him to just listen to
me for 10 mts by the watch. He said 'no problem, come on'. Quickly but clearly
and pointedly, I shared with him some outstanding achievements of BHEL which
surpassed those of even the best companies in the world. Now, his face showed a
big smile and discreet 'yes on the achievements of BHEL which, he said, must be
aired on the DD network. I cam back happy.
Awasthi called his colleagues and told them all that had
transpired. He asked them to give wide publicity to BHEL. Jolly well, tables
were turned. From the third meeting onwards, DD started good giving coverage.
Moral of this narration -- PR man, especially PR Head,
must have confidence in self, in his colleagues and in the media persons. He
must demonstrate his confidence and professional competence inside and outside
the Organization. This will bring about negativity to positivity.
But, always humble and forthcoming. PR is not a 10 to 5
job but 24/7 job. (*The author is a Former
GM/Corporate PR/BHEL, Now settled at Bhopal.email id: casardana@gmail.com)









Appalling GK levels of final year Mass Media students!








