IN many organisations in Zimbabwe, there is a quiet but persistent misunderstanding about public relations (PR) and communications.
One person is hired under the title “PR and communications officer” or “marketing and communications manager” and is expected to do everything.
Social media management, content creation, media relations, event management, branding, internal communications, stakeholder engagement, crisis communication and sometimes even public affairs and government relations — all fall on one desk.
At first glance, this may look like efficiency or cost saving.
In reality, it is a strategic mistake.
PR and communications is not a one-man show.
It is a strategic function that requires structure, specialisation and sustained investment.
When organisations overload an individual with unrealistic expectations, they weaken their own brand, dilute their messaging and expose themselves to reputational risk.
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PR today is far more complex than issuing Press releases or posting on social media.
It sits at the intersection of reputation management, stakeholder trust, corporate strategy and public accountability.
A single misstep — a poorly worded post, an unprepared spokesperson or delayed response to a crisis — can undo years of brand building.
Expecting one person to manage all these moving parts effectively is neither fair nor practical.
Social media alone is a full-time job.
It requires content planning, analytics, audience engagement, trend monitoring, crisis sensitivity and constant responsiveness.
Add media relations to building journalist relationships, writing Press statements, arranging interviews, monitoring coverage — and the workload doubles.
Then come events, which demand logistical planning, branding consistency, stakeholder co-ordination and post-event evaluation.
Internal communications require a different tone altogether, focused on culture, morale and alignment.
Public affairs and government engagement require policy awareness, diplomacy and strategic positioning.
Each of these areas is a discipline on its own.
When one person is stretched across all these functions, something inevitably suffers.
Usually, it is strategy.
Communications becomes reactive instead of proactive.
Messaging becomes inconsistent.
Measurement and evaluation are neglected.
The professional spends more time “putting out fires” than building long-term reputation and trust.
Ironically, organisations often blame the individual when results fall short, rather than questioning the structure.
The problem is rarely competence; it is capacity.
Strong brands are not built by accident.
They are built by teams.
Look at organisations with clear, respected public profiles.
Behind their communication success are structured teams: digital specialists, marketing officers, graphic designers, PR officers.
Even when budgets are tight, roles are clearly prioritised and supported.
Investing in people and structure is not an expense; it is risk management.
Reputation is one of the most valuable assets an organisation owns, yet it is often entrusted to an overworked individual with limited tools and authority.
This is short-sighted.
Good communication strengthens stakeholder confidence, improves government and regulator relations, supports business growth and builds public trust.
In times of crisis, it can protect an organisation from long-term damage.
In times of opportunity, it amplifies impact and credibility.
These outcomes do not come from burnout; they come from intentional investment.
This is not to argue that every organisation must have a large communications department.
Rather, leadership must be honest about expectations and realistic about resources.
If one person is hired, then priorities must be clear.
Alternatively, organisations can adopt hybrid models — outsourcing certain functions, building small teams or investing in training and systems that support
efficiency.
Most importantly, PR and communications must be recognised for what it truly is: a strategic management function, not an administrative afterthought.
When organisations invest properly in communications, they are not just paying for content or publicity.
They are investing in long-term reputation, credibility and trust.
And those are assets no organisation can afford to gamble with by turning PR into a one-man show.
