Public relations often comes into focus when an organisation has a problem to solve. A company faces public criticism, a government policy attracts resistance or a brand struggles to explain a decision that has upset its customers. The communications team is then expected to respond, clarify the organisation’s position and help restore confidence.

What receives less attention is the role PR could have played before the situation arose. Were the concerns of affected stakeholders considered? Was the likely public reaction discussed before the decision was taken? Did the organisation have an established relationship with the people it now needs to reach?

These questions go to the heart of a long-standing challenge in the profession. While organisations invest in decisions that affect their customers, employees, investors and communities, public relations is still too often brought in to announce those decisions or manage the reaction that follows. For practitioners who believe the profession should help shape organisational direction, the challenge is to move PR closer to the centre of leadership.

Dr Ike Neliaku, president, Nigerian Institute of Public Relations (NIPR), has made a strong case for that change.

“PR has become a leadership function. PR is sitting at the table and working as a counsellor now. We are not errand boys with press releases,” he said.

Dr. Neliaku described the profession as a strategic function that should influence decisions at the highest levels of an organisation.

“Public relations has evolved beyond media relations and messaging into a high-value, C-suite leadership function grounded in relationship capital, strategic foresight and trusted counsel.”

“Today, public relations practitioners are boardroom strategists, reputation architects and custodians of institutional credibility, shaping decisions at the highest levels of governance and leadership.”

For him, practitioners must also prove that they bring value to the table. “Value follows relevance. Always have value to add. Once your value depreciates, your relevance is gone,” he said.

The expectation is clear: PR professionals cannot demand a place in the boardroom on the strength of publicity alone. They must understand the organisation, its objectives and the people whose decisions, opinions or cooperation can affect its performance. But organisational leaders, too, must be willing to seek their counsel before plans are finalised.

Yomi Badejo-Okusanya, Lead Partner, CMC Connect LLP, consistently described public relations as a discipline with responsibilities extending beyond media engagement and crisis response.

“PR today is all encompassing, deploying strategic communication tools applicable to specific challenges. The tools include: strategy, corporate social responsibility, content development, reputation management and crisis management,” he said.

That range of responsibilities becomes evident when organisations face decisions that affect different groups. A business entering a new market must understand the people it hopes to serve. An organisation planning a major change needs to consider how employees and customers will respond. Government institutions introducing policies need to explain their objectives and listen to the concerns of those expected to live with the outcome.

Badejo-Okusanya also stressed the need for organisations to prepare for difficult situations before they arise.

“The pandemic showed us how unprepared we can be. Crisis management should be integrated into every organization so that when crises occur, there’s a plan ready to respond,” he said.

Preparation, however, involves more than having a response statement ready. It requires an understanding of the people who may be affected by an organisation’s activities, the issues that could generate concern and the relationships that need to be maintained before a difficult situation arises.

For Tokunbo Modupe, founder, chairman and group chief executive officer, TPT International, the future of public relations depends on whether businesses and institutions recognise communication as a strategic function rather than a service to be called upon after decisions have been made.

“Public relations is the future. Businesses, brands, government institutions and policymakers must recognise communication as a strategic function and give PR professionals a seat at the decision-making table. PR professionals understand strategic communication, stakeholder relationships and reputational risks. When they are involved early, they can anticipate potential crises, advise decision-makers and address issues before they escalate. In some cases, early intervention can prevent a crisis from occurring in the first place,” Modupe said.

Modupe’s view reflects the importance of bringing communication expertise into the process through which decisions are developed. Whether an organisation is considering a new investment, entering a partnership, changing a policy or responding to public concerns, PR professionals can help leaders assess how their actions may be received and what engagement may be required.

This responsibility extends beyond individual organisations. Nigeria’s reputation, for instance, can influence how investors, international partners and foreign institutions view its opportunities and institutions. Public relations cannot replace sound governance, credible policies or economic performance. It can, however, help explain those realities, communicate national priorities and build relationships with audiences whose confidence matters to investment and collaboration.

The need to anticipate problems has become even more pressing in the digital environment, where information can travel rapidly and a local complaint can attract wider attention. Segun McMedal, chief executive officer, Upticomm Marketing Company, highlighted the importance of readiness in this environment.

“A single tweet can spark a global stir. Being present, accurate, and prepared is no longer optional—it’s mandatory,” McMedal said.

For organisations, speed must be matched by accuracy and sound judgement. A quick response cannot compensate for poor preparation, just as a carefully worded statement cannot replace the trust built through consistent engagement. This is why communications professionals need to understand the issues affecting their audiences before a controversy begins.

Rukevwe Dukuye-Nnachi, founder of Comms54, also draw attention to the tendency of organisations to involve PR too late. She observed that many Nigerian organisations still treat the profession as an afterthought, calling communications teams only when a crisis strikes. When communications counsel is absent from strategic planning, reputational risks can remain unnoticed until they become harder to manage.

The consequences can be seen when organisations make decisions affecting employees, customers or surrounding communities without adequately considering their concerns. Early PR involvement can help identify those concerns, advise on stakeholder engagement and ensure that the organisation explains its decisions clearly.

For PR practitioners, the task is to demonstrate that this work contributes to better-informed decisions, stronger stakeholder relationships and the early identification of reputational risks. For organisational leaders, it means recognising that communications counsel belongs in the room when consequential decisions are being considered, not only when those decisions are ready to be announced.

Public relations cannot prevent every crisis, guarantee public agreement or compensate for poor decisions. Its value, however, should not be measured only by what happens after trouble begins. The profession also belongs in the conversations that shape policies, business decisions, partnerships and relationships.

When communications professionals are brought in only after a problem becomes public, they are left to manage the response. When they are involved earlier, they can help leaders understand the people affected, anticipate questions and make better-informed decisions. That is why PR must be treated as part of the decision-making process, not merely the voice that explains the decision afterwards.