"The downturn has helped us help clients cut through the clutter and focus on those areas that are going to add the greatest value," continues New York-based Stockman, who has responsibility for the agency's overall growth and development in the Americas, Europe, the Middle East and Africa, as well as in the Asia Pacific region. "Perhaps more important is that these times are prompting clients to focus on the disciplines that deliver the highest ROI. They are moving toward disciplines that help them achieve their business objectives—the ones that help them develop relationships and conversations with key audiences that change attitudes and behaviors. And PR is certainly the discipline that can do those things."

As a result, "I think you will see PR come to the fore as a result of the downturn," says Stockman. "The downturn is acting as a catalyst to bring about changes that were understood, but that might have been slower to develop in the past—changes related to moving PR up in value. The shift was already on in moving from disciplines that push messages at stakeholders to those informing and influencing relationships, engagement and dialog."

Put more simply: "The downturn will catalyze PR's rise in the C-suite," Stockman asserts. "It moves us higher up in the food chain, gives us that seat at the table—all those old metaphors that basically translate to PR getting a greater proportion of the marketing spend. If you can show clients with utmost clarity how you're helping them achieve their business goals right now, then you aren't going anywhere but up. It's like finals week at college," he reflects. "Now is the time to deliver results and whoever can do that wins."

What particular practice areas in PR are well suited to deliver on those expectations and drive results now? "Everybody has heard this before—but digital really is a key," says Stockman, who is also a runner and cyclist, and drives a 1999 M3 on racetracks in the northeast. "This is where we have the power to leverage conversations and attitudes that change behavior—and digital is also very cost-effective," he explains. Read on for Stockman's additional insight into what PR firms can expect in the weeks, month and year ahead:

Looking beyond these wide ranging opportunities—how should agencies be protecting themselves in this down economy?

The biggest question for firms and their clients has to do with the uncertainty of the current economic situation, and when we will come out of this. Much is on hold until people get a clear picture of when that will happen. In the meantime, clients and agencies alike are forced to manage our resources very carefully now. That isn't an unwelcome or unfamiliar discipline for most PR managers—but we do have to look at that very carefully. One example is managing and recruiting talent.

Is Porter Novelli still recruiting—if so, in what areas and why?

Our agency is still making investments in talent, but we will be disciplined in doing so. We are hiring, but not across the board. Instead, we're focusing on specific areas like digital, health care and corporate affairs.

Are you actively promoting the agency now—if so, how?

Yes, in addition to making those hires, we'll be continuing to invest in the agency's own marketing to tell our story effectively. We tell clients they need to get and stay out there—and we're certainly practicing that ourselves. For example, we are still engaged in various initiatives and sponsorships, and have done some interesting promotional things in the digital space. We're also using digital innovations to make the workplace more exciting here.

Can you give some examples of those digital innovations and sponsorships?

We launched our "Twitter Inauguration Project," where we invited staff from around the world to join in the Twitter conversation around Obama's inauguration. We had people from a couple dozen countries interacting. In addition to that, we sponsored last week's "Shorty Awards," which honor Twitterers for "their ability to write great content with 140 characters or less."

How do those types of digital innovations help improve the PR workplace?

They help inject freshness into the work, and help to create connections with colleagues around world. Another major benefit, of course, is that these types of things give us a chance to showcase ourselves and "live it"—when it comes to using the tools we counsel clients to use.

Are you a digital native?

By age I wouldn't be one, but I spent from 1995 to 2002 working in technology PR in Silicon Valley. Back before the 1990s, when I got online it was before Netscape and Mosaic. I got on the Internet using Unix commands. So, I'm too old to be one chronologically, but if you go by the geek factor, then I am a "digital native."

What new developments can we expect from Porter Novelli in the year ahead?

Staying with digital media for a moment, we're working on tools for influencer mapping—tools that help us track the who, how, where and when behind conversations taking place online and off. It's all proprietary software and methodologies—but the takeaway for other firms is that we should all be focused on helping clients have the one right conversation with their stakeholders, and digital is a big part of that.

Another area of focus moving forward is measurement. We're looking at new ways to measure, predict and model corporate reputation equity. It's the right time for that now. That's what clients want, and it ties, again, to PR showing and proving it's higher level value to the C-suite.

Beyond that, we're certainly looking at international markets. We're making sure we have the right offerings in emerging markets that are important to our clients. Recession isn't stalling that. For example, there are markets in Asia we're looking at because that's a true north for our clients.

How do those investments translate to advice for other firms—what should they be doing?

It comes back to this: You can either look at the current economy as a crisis or opportunity. My advice is to look at it as an opportunity to help you achieve clarity and focus relentlessly on what brings value to clients. Use this as an opportunity for substantive conversations with clients about how to do things differently and more effectively. Create and communicate a renewed sense of focus, urgency and clarity geared toward helping clients address and solve lingering issues and problems. This will help you become more of a client partner—and that's what they want and need most right now. Related to that, now is not necessarily the time to cut talent.

Why is talent retention so important during down times?

If you go with the opportunity angle offered by this economy, then it makes having the right people even more critical. We are looking at our agency for long-term growth, and we're focused on creating the agency for the future. That means taking this "opportunity" to find the right people and get them in the right seats on the bus.

Then who are your "dream" staff members—especially in recession?

More than ever, I think it's important to hire for attitude and aptitude and then to train for skill. The reason is we are operating in the most dynamic communications environment I've ever seen. This is an environment where change is happening at a more rapid pace than ever before. What that means is you need good people. Be less concerned about static skills, and more focused on people with an aptitude to learn, a dedication for client work and a drive to grow. We don't use standardized testing to find those things—but we certainly do zero in on them in our recruiting.

Where do you find that kind of recession-resistant talent?

We're seeing, and open to, more people joining us from nontraditional places. For example, our CMO (Marian Salzman) joined us from the advertising world. She's a trend spotter. Interestingly, she made the observation that PR is the future as you look across various marketing communications disciplines—which is why she made the jump to join us.

What do your past-times of running, cycling and racing an M3 have in common with the practice of PR—especially during a recession?

I had lunch with a client yesterday who made the point that human nature is often to retrench in times of crisis. He also said that when people expect the worst, they get it. I told him that I learned a very important lesson when I was learning to drive an M3: When you're going through a challenging turn on a racetrack, you go where you look. If you go through a challenging turn and focus on the wall—you'll hit the wall. If you look through the turn to the straightaway beyond—that's where you'll go.

It's the same thing with skiing. I was a hack skier until an instructor said that you have to face down the mountain to be successful. That has to be your orientation—and it can be scary. But if you do that, you will ski well. If you compromise that, then you'll ski poorly and risk falling. So given where we are now, I recommend that people at agencies to look where they want to go.

Brian Pittman (bpittman@bulldogreporter.com)