StudentGay Men in Public Relations

Running Head: StudentGay Men in Public Relations

Coming Out to Tell Our Story:
The Career Experiences oI Gay Men in Public Relations
by
Richard D. Waters
Doctoral Candidate
Dept. oI Public Relations
College oI Journalism and Communications
University oI Florida
Natalie T. J. Tindall
Assistant ProIessor
Gaylord College oI Journalism and Mass Communication
University oI Oklahoma
Send correspondence to:
Richard D. Waters
700 SW 16
th
Ave #102
Gainesville, FL 32601
rwatersjou.uIl.edu
(352) 359-6837
Submitted to the Student Papercompetition oI the Public Relations division oI Association
Ior Education oI Journalism and Mass Communication Iorthe 2007 convention in
Washington, D. C.
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StudentGay Men in Public Relations
Abstract
Despite the increasing Iocus on understanding the diversity oI the public relations
proIession, academics and practitioners have largely ignored gay men. This qualitative
study seeks to understand the gay maleexperience oI working in the public relations
industry and why they were drawn to public relations and communications management.
To allow gay men the space and opportunity to tell their stories, in-depth interviews and
Iocus groups were used by the two researchers.These public relations practitioners
indicated that they enjoyed working in the proIession although they pointed out areas oI
dissatisIaction and areas where institutional changes would improve their job satisIaction.
These areas includes an increased awareness oI personal lives by management,
stereotyping by colleagues, perceived and actual roles perIormedand embodied by
practitioners, and helping the organization and colleagues understand the gay and lesbian
community.
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StudentGay Men in Public Relations
Introduction
Since the early 1990s, public relations practitioners and scholars have called Ior an
increased understanding oI diversity and its implications Ior public relations and
communications management(Allen, 1995; Banks, 1995; 'Valuing Diversity, 1994). As
the workplace becomes more diverse and organizations expand their operations abroad,
diversity management has become more commonplace (Sanchez & Brock, 1996; Lorbiecki
& Jack, 2000). Diversity management strives to create practices designed to create greater
inclusion oI employees Irom various backgrounds into both the Iormal and inIormal
structure oI organizations (Mor Barak, 2005). Internal public relations and strategic
communication are at the core oI these procedures.
Given the parallels between diversity management and public relations, it is not
surprising that the industry has recognized the value oI listening to marginalized groups.
Public relations scholarship, on the other hand, has not kept pace with its industry
counterparts. Even though public relations practitioners and students enrolled in public
relations programs are becoming more diverse (Walmsley, 1998), public relations
scholarship has not expanded to match the diversity. As Hon and Brunner(2000) point
out, public relations scholars have mostly Iocused on the industry`s gender and race issues.
Scholars have explored the opportunities and challenges women Iace in regards to the glass
ceiling (Cline, Toth, Turk, Walters, Johnson, & Smith, 1986; Toth & Cline, 1991; Wrigley,
2002). The academy has also given us a greater understanding oI the experiences oI
AIrican-American women (Kern-Foxworth,Gandy, Hines,& Miller, 1994; Pompper, 2004),
Asian-American practitioners (Ki, 2005) and the Hispanic public relations industry
(Vendrell, 1994).
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StudentGay Men in Public Relations
Even though scholarship has advanced our understanding oI some gender and racial
issues, the concept oI diversity encompasses much more. In a recent request Ior proposals,
the Institute Ior Public Relations Research deIined diversity as 'not only diIIerences oI race
and gender, but also oI language, culture, religion and more (IPR, 2006). But even this
litany is insuIIicient as other marginalized groups include diIIerent social classes (L. A.
Grunig, Toth, & Hon, 2000), the disabled (Cole, 1995), and gays and lesbians (Ewell,
1996). As we seek to understand more about the public relations proIession, we must
recognize that these groups have diIIerent experiences. The purpose oI these studies is to
seek out those stories Irom gay male practitioners in the United States. Our research has
explored the roles and responsibilities that other subcategories oI diversity experience, but
gay men are missing Irom public relations scholarship. This study chronicles their
experiences.
Review oI Relevant Literature
Diversitv in Public Relations
Diversity has been a concept that has been diIIicult to operationalize. Though most
deIinitions include those groups listed in the Equal Employment Opportunity Act (race,
religion, sex, or nationality), other deIinitions have included sexual orientation, veteran
status, and disability (Bhawuk & Triandis, 1996). Age, socio-economic status, gender
identity, and personal perspectives have also been used to describe diverse populations
(Gilbert, Stead, & Ivancevich, 1999).
With multiple deIinitions oI diversity being used by the academy,it is not
surprising that Hon and Brunner(2000) Iound varying levels oI commitment to diversity
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management Irom the 21 senior-level and seven entry or mid-level public relations
practitioners they interviewed to assess the state oI diversity awareness in the industry.
All oI the practitioners in this study cited that strategic communication with
multicultural groups. Practitioners Irom public relations agencies and Ior-proIit
corporations cited reaching out to these as an eIIective strategy to help reach their
organization`s goals, and a nonproIit healthcare practitioner noted that her organization
needed to embrace diversity to reach out to underserved populations in order to continue to
receive government Iunding.
Though these practitioners embraced their organizations` diverse publics, public
relations practitioners have not always done so. In the early 1990s, Elsasser (1994)
cautioned that many companies are Iorced to deal with the gay and lesbian community,
whether they like it or not. Fortunately, most oI the literature contained moretolerant
perspectives on the gay community. Hallahan (2004) recognized this community and said
that organizations could eIIectively engage the gay community by dialoging and working
with them. Indeed, practitioners have long noted that the gay community has been
receptive to strategic communication campaigns that speciIically acknowledge the power
and pride oI the gay community ('Build Support, 2002).
Gratees (1993) says that public relations practitioners need to be sensitive to and
knowledgeable about the needs oI gay and lesbian groups to be an eIIective organization.
For public relations practitioners, environmental scanning oI the gay community can aid in
bringing attention to an issue beIore it becomes turns into a media crisis.
Increasingly, the 'C suiteadvertisers, marketers, and public relations
practitionersare Iocusing on those needs and developing campaigns speciIically targeting
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the gay community. Trade publications regularly discuss the buying power oI the gay
community, which was estimated to be as high as $641 billion in 2006 ('Gay Buying
Power, 2006).
Fleishman-Hillard recognized the power oI understanding the gay community, and
the organization`s leadership created a division oI their public relations practice
speciIically to work with gay audiences. This division, FH Out Front, has recruited gay
and lesbian proIessionals to work speciIically with clients to help secure media placements
in gay media and to engage clients in appropriate partnerships with nonproIit organizations
serving the gay community. Although this division has recruited gay practitioners,
Fleishman-Hillard encourages all oI its employees to learn more about issues impacting the
gay and lesbian community. They created a weblog, www.outIrontblog.com, to open up
the conversation with the gay community.
Increasingly, targeting gay consumers has become a standard communication
strategy (Chinn, 2006). Wesley Combs, president oI Witeck-Combs Communications, "In
today's competitive marketplace, it is no longer prudent Ior a leading corporation to ignore
the buying power oI the gay market ('Gay Buying Power,2006). The Gay and Lesbian
Online Census, a joint research project housed at the S. I. Newhouse School oI Public
Communications at Syracuse University, Iound that the median income oI gay households
was nearly 60 higher than the national average (Garber, 2001). Communication
practitioners have taken notice and have responded by developing messages with gay
topics, themes, and commercials Ieaturing Iamous gay men and lesbians ('Reaching Out,
2006; Commercial Closet Association, 2006).
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Although practitioners have embraced the gay community externally, the Hon and
Brunner (2000) study Iound that organizations did not have the same dedication to
diversity within the workIorce. Respondents said that a Iew organizations had no
commitment while others had written diversity policies that echoed aIIirmative action and
equal employment opportunity policies. Several oI the respondents in the Hon and Brunner
study talked about a weak commitment to diversity citing personal instances where 'we
talk the diversity talk,` but I`m not sure we walk the walk` (Hon and Brunner, 2000, p.
320). These practitioners revealed valuable insight about the status oI diversity
management within the industry; perhaps the most intriguing Iinding is that other than
occasional reIerences to gender and the 'old boy network to the nth degree |where| I was
the only woman in management (Hon and Brunner, 2000, p. 319), the practitioners all
discussed diversity solely in terms oI race. There were no reIerences to the disabled,
religious backgrounds, age, or sexual orientation.
Given the industry`s narrow perspective oI diversity, the proIession needs to reach
out to the less popular minority groups. In explaining the need Ior increased diversity
scholarship in the public relations industry, Anne Gregory, past president oI the Chartered
Institute Ior Public Relations (CIPR) in the United Kingdom, posed these questions to its
members:
II we are going to make some genuine strides in diversity our industry needs to
ask itselI some hard questions. How can we hope to be genuinely
knowledgeable oI and gain the respect oI the various stakeholder groups we
purport to work with on behalI oI organisations and clients iI we don`t recruit
Irom them? Are they good enough to talk to, but not good enough to work
with? (Gregory, 2006)
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CIPR notes that anecdotal evidence shows that older practitioners are having more
trouble Iinding jobs than their younger counterparts and that the industry Iails to attract the
disabled. In the United Kingdom, there appears to be 'growing numbers oI gay and lesbian
practitioners, with Public AIIairs seeming to be an area that has a quite good representation
oI gay men (Gregory, 2006). The Gay and Lesbian Online Census Iound that gay men
and women are also likely to pursue careers in communication Iields (Garber,2001).
The Council oI Public Relations Firms conducted a study oI the diversity oI the
proIession in 2005 and Iound that 90 percent oI senior managers Ielt that the industry needs
improvement when it comes to hiring and recruiting minorities at all proIessional levels
(BPRI, 2005). Though their sample size prevented generalizing to the entire proIession,
the Iindings shed light on the industry`s dismal perIormance in supporting internal
diversity. Minority groups represented only 3.9 percent oI management positions in the 73
companies examined, and minority practitioners only represented 13 percent oI non-
managerial roles (BPRI, 2005).
Though the study did not ask the numbers oI gay and lesbian practitioners in
management roles, it did report that 3.1 percent oI the practitioners in these organizations
were gay. The report concluded that although this percentage was an over representation
oI the gay population more work needed to be done to recruit Irom the broad spectrum oI
diversity. Senior managers Ielt that improving recruitment practices and holding
networking activities that were speciIically targeted to connect organizat ions with diverse
audiences were the best methods the industry could use to boost minority representation.
However, respondents also reIlected that seeing real diIIerences may not come until
attitudes toward minorities change (BPRI, 2005).
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StudentGay Men in Public Relations
Organi:ational Jalue of Diversitv
Educational programs may be the best method to improving the organizational
culture Ior minority groups. Abelsson (1999) suggested that organizations add a section on
sexual orientation issues in the workplace during diversity training. For organizations that
do not oIIer the training, the Gay and Lesbian Alliance Against DeIamation oIIers a
'Sexual Orientation in the Workplace seminar that strives to establish a more productive
work environment by Iocusing on inclusion and the elimination oI social stigmas.
Diversity management aims to create a sense oI inclusion in organizations by
stressing that external publics will be more likely to respond to an organization iI it has
built support and respect within its culture Ior those minority groups ('Build Support,
2002). For example, Haas (2005) reIlects that the gay community is morelikely to show
support in the Iorm oI patronage, donations, and participation in events when an
organization oIIers domestic partner beneIits to its gay employees because the community
recognizes and supports that the organization is reaching out to its community members.
The Holmes Report, an organization that studies current trends and news Irom the public
relations industry, calls the Hill and Knowlton a pioneer oI gay-Iriendly workplace
policies, including being one oI the Iirst agencies to extend gay and lesbian practi tioners
domestic partner beneIits (Statesman, 1998).
PR Tactics oIIered suggestions on how companies could ensure aIair and inclusive
work environment Ior gay practitioners. The Iirst suggestion was to adopt and actively
promote nondiscrimination policies, including making the policy adoption clear on the
organization`s Web site. These policies need to clearly state that lesbian and gay
employees received the same protection as other Iederally recognized minority groups.
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StudentGay Men in Public Relations
Following Hill and Knowlton`s lead, oIIering domestic partner beneIits to gay employees
was also strongly encouraged iI the Iamily beneIits cover the spouses oI married
employees. Denial oI these beneIits to similarly situated lesbian and gav employees, in
eIIect, amounts to unequal pay Ior equal work. Finally, the use oI inclusive language
demonstrates that gay practitioners are welcome in the oIIice. Most notably, organizations
are encouraged to recognize that there is no singular "gay liIestyle just as there is no
singular "heterosexual liIestyle (Abelsson, 1999).
Adopting these suggestions are likely to result in more satisIied employees.
Lambda Legal, an advocacy group Ior the gay community, polled more than 1,200 gay men
and lesbians and Iound that 54 percent oI the respondents believed gay Iriendly
nondiscrimination and anti-harassment policies were "critical'" to their decision about
where they decide to work, while an additional 38 percent stated gay Iriendly policies
contributed to their current job happiness ('Gay UnIriendly Workplaces, 2006).
The same poll Iound that 39 oI its respondents experienced some Iorm oI anti-
gay discrimination or harassment in the workplace, and 19 percent Ielt they ran into
barriers Ior job promotion because oI their sexual orientation. Several gay and lesbian
practitioners have joined together to act as a support group Ior one another to better cope
with the challenges they Iace in the workplace (Hon & Brunner, 2000). In Los Angeles,
gay and lesbian practitioners created the Gay and Lesbian Public Relations Network to
encourage networking, socializing, and community involvement oI gay communicators
(Elsasser, 1995).
Given the overall encouraging tone oI the literature Irom public relations` trade
publications, one has to wonder iI gay men perceive that the industry is as accepting as it
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StudentGay Men in Public Relations
appears since most practitioners Iailed to reIerencesexual orientation in their discussion oI
diversity in public relations (Hon & Brunner, 2002). This notable exclusion led to the Iirst
research question:
RQ1: How do gay men describe their career experiences in the public relations
industry?
The suggestions proposed by the Lambda League and the Gay and Lesbian Alliance
Against DeIamation aim to make organizational cultures more inclusive Ior gay
practitioners. The media attention that these supportive practices have received led to the
second research question:
RQ2: How can the public relations industry change to be more inclusive Ior gay
male practitioners?
!"#$%&%'%()
Because these research questions are explorative in nature, a qualitative
methodology was chosen over quantitative surveys. SpeciIically, one researcher (R.
Waters) used both in-depth interviews and Iocus groups to allow the 26 participants to
discuss their career experiences openly without trying to classiIy them into predetermined
categories (Creswell, 1997). To recognize how practitioners interpret their experiences in
organizations, the other researcher (N. Tindall) used in-depth interviews to interview 19
gay males. As Marshall and Rossman (1999) explained, in-depth interviews 'are much
more like conversations than Iormal, structured interviews. The researcher explores a Iew
general topics to help uncover the participant's meaning perspective, but otherwise respects
how the participant Irames and structures the responses" (p. 82). The in-depth interview is
"a conversation with a purpose" (H. J. Rubin & I. S. Rubin, 1995), where the researcher
and participant can explore various tangents and dimensions oI a topic Ireely. In
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interviews, the researcher and participants can bounce around topics and relate them to
experiences. Through all oI this, the researcher must listen Ior meaning.
The Participants
Research Profect One. Through a combination oI purposive and snowball
sampling, 26 gay male practitioners in Atlanta, Miami, New York, and San Francisco were
contacted about participating in this study. Even though this sampling process does not
result in a panel representative oI other public relations organizations, it is one that allows
Ior greater diversiIication oI the participants. Given the purpose oI the research was to hear
the stories oI a variety oI gay male practitioners, the sampling method was appropriate Ior
this study.
The participants were careIully chosen to represent a variety oI proIessional
experiences. FiIteen oI the participants held senior-level management participants in their
organizations while the remaining 11 participants had less than Iive years oI experience in
public relations and communications management. The participants were also chosen
because they represented a wide variety oI organizations. Ten participants worked in
public relations departments at Fortune 500 organizations, and Iive worked in public
relations agencies. Seven participants worked in the nonproIit settingthree as
communication directors and Iour as development oIIicers. The remaining Iour
participants worked in a variety oI government settings, including Iederal agencies, state,
and local governments. The participants represented a variety oI racial and cultural
backgrounds.
Research Profect Two. From February to May 2006, a total oI 19 gay male public
relations practitioners were interviewed. The participants were Irom cities across the
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United States, including Washington, D.C.; New York; Philadelphia; Atlanta; Indianapolis;
Jacksonville, Florida; Los Angeles; Dallas; and San Francisco.
OI the 19 gay males interviewed, 2 were oI color: 1 selI-identiIied as AIrican
American, and the other as Hispanic. Because oI the years oI experience, age, and
organizational structure, the titles oI the participants varied: executive vice president,
director oI communication, public inIormation oIIicer, and specialist. The majority oI
practitioners were in middle and senior management. Almost all oI the participants had a
bachelor`s degree. Practitioners worked in a variety oI industriesautomotive, travel and
tourism, beauty and cosmetics, entertainment, health and medicine, education, government
and public works, and nonproIit organizations. Besides working Ior major corporations and
agencies, several practitioners were entrepreneurs, having created Iirms, Ireelance
opportunities, and consultancies oI their own.
Data Collection and Analvsis
Research Profect One. A combination oI 11 in-depth interviews and two Iocus
groups were held in the Iour metropolitan cities over a Iour-month period in 2006. The
researcher conducted the interview sessions outside the practitioners` workplace so they
could talk more openly about their experiences in the proIession (Gaskell, 2000). The
Iocus groups were conducted in conIerence room settings at community Ioundation centers
in San Francisco and Atlanta. Prior to starting the data collection, the men were reminded
about the goals oI the research and signed inIormed consent documents detailing the
purpose oI the study. Additionally, the participants agreed to have the interviews tape-
recorded and the Iocus groups videotaped.
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Both the interviews and Iocus groups opened with a grand tour question that asked
the participants to reIlect on their views oI the organizational culture where they worked.
From there, the researcher allowed the participants to describe their career experiences in
an open manner though probes had to be used occasionally to keep the conversation on
topic with the research questions (H. J. Rubin & I. S. Rubin, 1995). The interviews ranged
Irom 35 minutes to 75 minutes, and the Iocus groups lasted an average oI 90 minutes.
The researcher transcribed the recordings personally rather than outsourcing the
task to a research assistant to allow Ior more careIul thematic analysis oI the data.
Thematic analysis involves reading the transcriptions and comparing each one with the
others while looking Ior similarities, which are grouped together by category (LindloI,
1995). Once the data quit providing new insights into the subject being examined, the
process ends. However, the researcher then must take the Iindings back to the participants
in a member check phase to make sure that their words and experiences were interpreted
correctly. This validity check prevents the researcherIrom coming to Iaulty conclusions
based on the analysis oI the transcription. For this study, member checks were conducted
within 45 days oI completing the Iull analysis. To ensure that results were reliable, the
transcriptions and analysis were read multiple times by two diIIerent researchers to prevent
researcher bias Irom distorting the Iindings (Lincoln & Guba, 1985). When diIIerent
interpretations oI the data were present, the two researchers discussed the item in question
until agreement was reached. For this study, only minor discrepancies werepresent, and
additional categories were created to clariIy the meaning oI the data.
Research Profect Two. I used contacts and proIessionals within the proIessional
organizations oI which I am a member (e.g., National Black Public Relations Society,
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Public Relations Society oI America, National Association oI Hispanic Journalists,
Hispanic Public Relations Association, National Lesbian and Gay Journalists Association)
and my network oI proIessional contacts to locate participants. From there, I asked those
who are participating iI they knew oI other proIessionals who selI-identiIy as one or more
oI my groupings and who might be interested in participating. Then, I contacted those
individuals.
I used in-depth interviews. As Marshall and Rossman (1999) explained, in-depth
interviews 'are much more like conversations than Iormal, structured interviews. The
researcher explores a Iew general topics to help uncover the participant's meaning
perspective, but otherwise respects how the participant Irames and structures the responses"
(p. 82). The in-depth interview is "a conversation with a purpose" (H. J. Rubin & I. S.
Rubin, 1995). For the telephone interviews, I Iaxed or mailed consent Iorms and asked Ior
the participant to sign and Iax the Iorms back to me beIore the interview. Once the
participant signed and agreed to be audiotaped, I started the interview with grand tour
questions. Then, I moved into the more substantial questions that related to the research
questions and content areas explored in the literature review. At some points in the
interview, the participants were unclear or gave vague statements. To Iollow up on these, I
used probes to gather additional inIormation and stories.
For my analysis, I used grounded theory procedures. Grounded theory is an
inductive approach that generates theoretical IrameworksIrom data gathered through social
research (Glaser & Strauss, 1967; Strauss & Corbin, 1998; Charmaz, 2000). Data collection
and analysis are done simultaneously with the researcher perIorming the tasks oI analysis
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and collecting Iluidly and jointly (Glaser & Strauss, 1967; Miles & Huberman, 1994;
Strauss & Corbin, 1990).
Throughout this process, the researcher kept a journal and wrote memos,
describing the process oI research and my reactions to research. The memo and the diary
emerge Irom the same strain oI reIlexive qualitative insight. However, diaries are
considered personal narrative, which deIine a turning point. The researcher wrote about any
unresolved emotions and my reactions to my participants. Following the lead oI Kanuha
(1997) and Foldy (2002), the researcher kept a journal oI my personal experiences oI this
process throughout the entire dissertation process. Charmaz (2000) discussed the need Ior
the researcher to gain suIIicient depth and understanding in their work "to clariIy, rather
than challenge respondents' views about reality" (p. 525). The journal was constant
reminder and exercise in reIlexivity exposed the researcher`s own biases, preconceptions,
strengths, and weaknesses as a researcher. This journal, in turn, helped me to tackle some
issues and put in Iocus the goal oI this research project.
*"+,'#+
Though the participants in this study came Irom diIIerent sectors and were at
diIIerent stages oI their careers, they shared many experiences during their careers in public
relations. In both projects, he participants routinely said that they enjoyed working in the
proIession, but there were three distinct areas oI improvement that were cited by the men
during the interviews and Iocus groups. These items centered on the awareness oI gay
men`s personal lives, the understanding oI the gay community, the perceived and actual
roles oI gay men in the workplace, and reducing the Irequent amount oI stereotyping.
Career Experiences and Satisfaction with Public Relations
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The Iirst research question sought to explore how gay men viewed their careers in
public relations and their roles in the industry. Given the diIIerent years oI experience, the
day-to-day tasks varied Ior the participants, but they shared that they enjoyed working in
communications. One vice president oI consumer aIIairs Ior a strategic communications
agency reIlected what many had expressed when he said, 'I like my jobit really does
seem like what I was destined to do. Gay men reported a great sense oI personal
satisIaction in being able to educate stakeholders about relevant issues, especially Ior those
working in the government and nonproIit sectors. But even those in the agency and
corporate side oI the proIession expressed that 'having conversations with key leaders is
rewarding when you`re able to be a positive inIluence in the community.
Communitynot just the gay and lesbian community, but the organization`s
external environmentplayed a signiIicant role in how many described their career
experiences. Many oI those interviewed seemed to serve as the boundary spanner Ior their
organizations. One said that 'there`s something energizing about being able to come into
the oIIice every day and being able to reach out to a wide variety oI diIIerent community
groups. Another echoed the sentiment, saying, 'Working in public relations keeps me
connected to diIIerent parts oI my community that I might not be in touch with on a regular
basis. Other aspects oI community that were mentioned during the interviews included
using networking skills to help build coalitions, to devise successIul media relations
strategies, and to help bring new clients into the organizations.
Though the opening questions provided a generally positive view oI working in
public relations, probing questions revealed some oI the negative experiences that gay male
practitioners say they have experienced. These experiences emphasized three main Iactors:
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increased awareness oI personal lives, increased education about the gay community, and
reducing stereotypes.
Disclosure and the Increased Awareness of Personal Lives
The participants Ielt isolated Irom colleagues in various work-related settings
because they did not Ieel Iree to talk about their personal lives even in social settings. 'I
never really Ieel comIortable participating in conversations about personal things, one
assistant account executive said. Gay men reported that even though many oI their
colleagues knew that they were gay, they Ielt their colleagues shy away Irom casual
conversations when they started addressing personal issues, such as dating, serious
relationships, and healthcareeven though others openly spoke about these issues among
their heterosexual coworkers.
The gay men reported that despite the limitations oI talking about personal
issues, they tried to be as sociable with their coworkers as possible. Organizational
events, whether an inIormal happy hour or a Iormal company picnic, helped gay men
connect with their coworkers. As practitioners networked in inIormal settings such as
restaurants or homes, some Ielt the need to lie by omission, leaving out bits and
pieces oI their home lives, or passed completely, bringing along dates oI the opposite
sex.
I have been invited to, like in manuIacturing, invited to plant managers`
Christmas parties and things like that. And oI course, there`s always, the
invitation gets extended to the spouse or to a date. And it`s one oI those things
where iI you`re not quite comIortable with them or you don`t quite know their
take on things and you don`t necessarily Ieel comIortable bringing a same-sex
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companion along, so you wind up going individually. Yeah, I`ve had that
happen in the past. (Caucasian gay male, age 33, manager oI product
communications, corporate)
Even in these work situations, they reported that they Ielt much more comIortable when
conversations at these events Iocused on work topics. However, given the social aspects oI
these events, conversations inevitably steered toward more personal topics. 'I Ielt Iine
talking about my Iamily visiting or weekend plans when it involved going to see a concert
or play, but I always bit my tongue when I started to talk about dating, one public
inIormation oIIicer commented.
OI the 26 participants who participated in Waters` research project, 11 were
involved in committed long-term relationships, which ranged Irom eight months to 13
years. The gay men involved in relationships said that they routinely Ielt pressure to
exclude their domestic partners Iromtheir organization`s social Iunctions, such as holiday
parties and cookouts. One mid-level executive reported that when he brought his partner to
an open-house Ior clients he 'Ielt my coworkers eyeing us suspiciously all night even when
we were just talking. AIter that, I decided my personal and work lives would be separate.
Only one practitioners in senior-level management positions did oIIer another view,
expressing a level oI comIort and disclosure with his colleagues. He stated, 'I`ve been able
to bring my partner to all oI our Iunctions. He Iurther added that it was not until he
became a member oI management that he Ielt Iree to include his partner in work-related
events.
Facing pressures not to talk about their Iamily and partners, many oI the
participants Ielt that they were also given additional work assignments. Gay men were
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StudentGay Men in Public Relations
oIten asked to stay late at the oIIice to complete projects even though other colleagues leIt
early because a child was sick or they had other Iamily obligations. 'Why am I being
asked to pick up the slack Ioreveryone else? asked one mid-level executive. Another
commented that although he could not prove that he was asked to do more than others he
did Ieel that he did work on more accounts than others in the oIIice. For one practitioner,
his colleagues and bosses believed his lack oI a traditional Iamily, Iemale partner, or
children meant that he could be counted on to work harder and later than others in the
oIIice: 'I think I`ve been asked to do more work and stay late at the oIIice because I don`t
have a wiIe and kids at home. Even though it helped me get a promotion Iaster than my
colleagues, it always Ielt wronglike I was being discriminated against because I wasn`t
like everyone else. Almost as iI I didn`t have a personal liIe. Although this had beneIits
Ior the participant (e.g., increased job security and promotions), the actions oI others in his
workplace regarding his sexual orientation indicated some heterosexist belieIs and biases
and also helped to increase Ieelings oI alienation and Irustration Irom the employee.
Increased Education about the Gav Communitv
Staying connected to the organization`s community was one aspect that gay men
reported enjoying most about their public relations careers. Many also Ielt that despite
their organizations` eIIorts to understand diIIerent stakeholder groups, they neither
understood the gay community nor did they really seemto make sincere eIIorts to
understand their issues.
The inclusion oI gays, lesbians, and bisexuals in the workplace has not been an easy
adjustment Ior some organizations, and making the announcement oI one`s orientation or
20
StudentGay Men in Public Relations
coming out was not an option. Several practitioners in both studies noted that there are
degrees or variations oI 'being out in organizations.
Unchecked heterosexism and homophobia and the Iear oI repercussions and
persecutions iI they did reveal their orientation Iorced some participants to lie and deny
their sexual orientation. They passed and resorted to subterIuge in an eIIort to keep their
jobs and earn a living. According to one practitioner, 'There are a Iew closeted gay guys in
the oIIice because they think coming out will ruin their chances Ior a promotion. One
practitioner believed that he became more out once he moved to another city on the East
Coast. His previous job and city inhibited his ability to be Iorward and open about his
sexual orientation with his employer and colleagues:
. . . Being in |name oI large metropolitan city| made a big diIIerence, because
being gay there just isn`t that big oI a deal. They`re used to gay people in the
workplace being out. It wasn`t true in Washington, D.C. where I had come
Irom. I had considered myselI a bit oI a gay activist, but I still operated under
kind oI don`t ask, don`t tell policy at work. That, to me, was being out, and
that`s what I think it was like in 1997, outside oI maybe New York and Los
Angeles. You just didn`t do it, because you know what, you have to pay the
rent. I would have never denied it. I`d rather lose my job than that. I didn`t
let people know, and I didn`t do huge things to cover it up, but I also didn`t
talk about it a lot. So this was the Iirst job I was out on. I had made the
decision that the next job I went to, even iI it was in Washington, I was going
to start Iully out. It`s diIIicult to do along the way. (White American gay
male, age 37, president, agency/consultancy)
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StudentGay Men in Public Relations
Stereotvpes in the Public Relations
Assumed femininitv and association with women. Among the practitioners
interviewed, they noticed a consistent association emerging Irom coworkers, colleagues,
and other workplace associates between being gay and Iemininity. By others in the
organizations, gay men in public relations are seen as 'one oI the girls or lumped together
with women and assumed to have special insight and intuition regarding women. One
practitioner recalled a conversation with his supervisor: 'My supervisor once told me that
he was glad I was there because it made his work easier because I could connect with the
women` better than he could. For another practitioner, the connection with women was so
strong that his supervisor believed knew what the organization`s women were thinking:
'Rather than asking me how my coworkers Ielt about a new policy, I was speciIically
asked how the women Ielt about it even though our oIIice was about 50/50 men and
women.
Difference as coolness or creativitv. A persistent Iixation with gay males in the
oIIice oI being the 'cool one or having the 'creative Iactor was noted by some
participants and received diIIerent responses. Among some participants, being labeled as
the 'creative guy or the 'creative gay was irritating. One practitioner Ielt as iI he was a
token in the agency; all eyes wereupon him when it came to campaign themes and ideas:
'I`m not sure why, but when I worked in the agency setting I was always asked what I
thought about diIIerent campaign themes as iI I were giving out creative stamps oI
approval. Another remembered a particular incident where a member oI the agency asked
Ior inspiration Irom the gay community: 'One oI the account executives who was told to
22
StudentGay Men in Public Relations
come up with some new ideas Ior a campaign asked me iI the gay community had any
catchy sayings they could use.
For some participants, the cool, creative Iactor signiIied an awareness oI cultural or
social trends and a way to gain advantage and visibility. Among gay men, the 'cool Iactor
was nurtured by presence oI and stereotypes surrounding creative gay males in the public
relations workplace. One practitioner perceived a halo eIIect Ior gay men working on
accounts at least Irom the clients` perspective:
I don't know how many agency people you're talking to. At least in my many
years, most clients are okay and actually are glad to have the creative gay guy
leading the account, provided he's on strategy and doing the work. Because
they like the constant Ilow oI ideas which is one oI my strengths. 'Cause in a
way, they see that's what they're paying Ior. (Caucasian American gay male,
age 36, associate director oI public relations, advertising agency).
According to the practitioner, the gay men working on the accounts were desired because
oI their vividness and their knack and ability to produce grand visions and ideas Ior the
campaigns. Their creative talent and skill contributed to the clients` satisIaction and peace
oI mind, but also contributed to the agency`s Iinancial solvency.
Another dimension oI the cool, creative Iactor is the perception among several gay
male practitioners that they were better able to discern cultural trends and Iads than others
and had a storehouse oI knowledge regarding these matters. The ability to manipulate these
stereotypes privileged these practitioners, allowing them to pivot within the Iunction oI the
stereotype and use it to their advantage:
23
StudentGay Men in Public Relations
It opens opportunities to be engaged in discussions and planning whether it be
Ior a client or brainstorming things or just kind oI in general within the
agency. Like people will tap us Ior what's hot, what's going on in the scene
like the nightliIe and restaurants and diIIerent things like that when they're
taking clients to dinner or what recommendations,just kind oI random things
like that. (Caucasian German gay male, age 29, account supervisor, public
relations agency)
The cool Iactor is based in identity signiIiers, and Ior some practitioners, the
observed signiIiers are not relevant aspects that they choose to highlight in the everyday
interactions with their work colleagues. Many gay male practitioners want to be known Ior
their competence and skills, not solely Ior being a gay male, and they wanted the roomto
express their cultural identity. The cool, creative Iactor played up by gay practitioners may
give some practitioners an advantage in the workplace. However, this advantage is partly
based in mainstream stereotypes and perceptions oI how gay men should act and what
should interest gay men.
Perceived and Actual Public Relations Roles and Activities
In this section, we discuss the roles observed in the data and mentioned by the
participants. Three roles emerged: the boundary spanner/community connector, the cultural
interpreter, and the mentor.
The boundarv-spanner and communitv-connector. In this role, a practitioner serves
as the builder oI the organization`s public relations agenda with strategic publics. Many
practitioners Ielt and held an obligation toward the communitybuilding, maintaining, and
preserving the unity Iound within a population oI people and their culture. In particular,
24
StudentGay Men in Public Relations
independent practitionersthose who were practicing public relations as consultants or
owned their own Iirmsbalanced their concerns about Iinancial stability against integrity,
honesty, and connectedness to their identity and their group. Protective oI their reputations
within their communities, these practitioners were just as concerned about the impact oI
scurrilous communication eIIorts upon both the physical and selI-identiIied community.
Are they going to launch a gay/lesbian marketing initiative while at the
same theyre making donations to anti-gay extremists on the other end of
the spectrum? We need to be very cognizant of that, because our
reputationThe strength we bring to our clients are our contacts in the
community. If we are vouching for an organization, were really well
known in the gay/lesbian community by a lot of the gay leaders and people.
If [name of agency] says theyre okay, then they believe us. So we have an
obligation to make sure that if were representing someone and were
saying that no-no, theyre good guys, that that is indeed the case. Were
not going to sell out the community for a dollar. That is an ethical issue that
we deal with. (White American gay male, age 37, president,
agency/consultancy)
A poorly-chosen client could harm a practitioner`s career and credibility, but the seemingly
credible messages delivered through sincere opinion leaders could damage and rupture the
community.
In this role, the bridge builder works to accomplish several thi ngs. Through
communication, this person Iacilitates dialogue between the organization and a
marginalized, 'outsider group and orients the organization to the needs and concerns oI
25
StudentGay Men in Public Relations
this external or internal public. For many practitioners who carried out this role in this
organization, working in the community, speaking up Ior those who do not have
representation, and participating in activities that strengthen the link between their
organization or client and their community as well as society, it was asource oI pride,
satisIaction, and achievement.
The cultural interpreter. In public relations, a practitioner who acts as a cultural
interpreter basically translates, clariIies, and elucidates a local culture to outsiders or
Ioreigners (Lyra, 1991; Mallette, 2000; Grunig, Toth, & Hon, 2001). They act as the
internal consultant on diversity or cultural issues, and Ior the majority oI those interviewed,
they perIormed the role oI the cultural interpreter in their oIIicial capacity as a public
relations practitioner and in unoIIicial roles throughout the organization. For example,
practitioners had to educate people about gay identity and the gay community in the
contexts oI their jobs. One recalled that he 'had to educate people that being gay is much
more than who you`re attracted to. Another practitioner was asked by colleagues to
describe and discuss certain meaning and symbols: 'AIter I had been working Ior a while,
people started asking me to explain what diIIerent symbols and icons meant to the gay
community. At least some oI them understood we had diIIerent cultural experiences.
Outside oI their oIIicial employment, these practitioners also executed the role oI a
cultural interpreter in an inIormal Iashion, answering general questions and concerns about
race, ethnicity, and sexuality. In short, they served as the racial or ethnicity representative
or lesbian, gay male, and bisexual representative proIessionally and socially, a
knowledgeable touchstone oI all things multicultural or diversity-related in the workplace.
The Ieelings and emotions about this task and responsibility were divided. Several
26
StudentGay Men in Public Relations
practitioners Ielt as though their representative status was a burden, a responsibility, and an
honor Ior their ethnicity or group. One considered his communication role as being an
ambassador Ior diversity in the organization, but he was drained Irom the obligation. He
wondered iI there would ever be a time when he would not have to step up and IulIill this
role:
I think, um, sometimes it gets tiring being sort oI the ambassador Ior that
group. It Ieels almost like, can I just be and not, can I just be me and not be
the gay guy and sort oI championing, champion those ideas and viewpoints oI
gay Iolks? So, I think it's probably ongoing pervasive thing people who are
minorities. (White American gay male, age 47, manager oI corporate
communications, corporate)
Practitioners were called to assist others in the organization, and many took pride in their
knowledge and understanding oI the nuances oI their community along with the intricate
ins and outs oI the company. To some extent, the cultural interpreter is an outsider who
stands on the periphery oI the organization. At the same time that the cultural interpreter
has Iull access to the community, he or she does not have Iull access to the organization.
Rather, the cultural interpreter is an interloper.
that's maybe a gift of being a minority, sort of being a cultural outsider is
that you may have a different perspective on a lot of things because you live
in a different place. I mean, even though they are very welcoming here and
we have supportive policies, you bring a lifetime of being a cultural
outsider, sometimes gives you, gives me perspective that is useful. (White
27
StudentGay Men in Public Relations
American gay male, age 47, corporate communications manager,
corporation)
The mentor. In this role, the participants acted as guides, helping other gay and
lesbian practitioners navigate proIessional liIe. They oIIered encouragement,support,
advice, help, and whatever else was necessary Ior that individual to cope and move beyond
the obstacle Iacing him or her. The goal oI the mentoring is to support someone`s career,
support someone`s proIessional development as a lesbian or gay male in a corporate or
agency setting, and to Iind those oI similar backgrounds that could provide Ieedback and
direction. Mentoring not only took place in one-on-one meetings; the mentoring occurred
as practitioners banded together and Iormed groups Ior lesbians and gays in public
relations. According to one practitioner, 'We Iormed a support group oI sorts Ior other gay
men and lesbians in public relations. We keep each other updated on job openings,
especially iI someone`s run into discrimination. These networks oI practitioners provide
social and proIessional outlets Ior practitioners. An inIormal gathering oI lesbian and gay
male practitioners helped one practitioner as he transitioned in his career:
I would say that as I became more out in my sexuality and I met others,
particularly in |large metropolitan city|, like me, who were gay males and
lesbians, particularly proIessionally, I think we bonded together. . I don`t
think it directly helps me in my career, gotten me more money, or anything
like that, but as I`m sitting here now trying to decide what I want to do next in
my liIe, this has been a great support group Ior me, a group oI people with
whom I can be very Irank and open and laugh and have a good time and be
obnoxious, but also I know that iI I needed Ireelance work here or there or iI I
28
StudentGay Men in Public Relations
needed somebody to help me on a project, it would be the Iirst group oI
people I might go to. (European American White gay male, age 38, vice
president Ior marketing and communications, nonproIit)
The creator of this group, a former public relations executive and current freelance writer
and editor, decided that the mainstream public relations organizations were not doing
enough for the lesbian, gay male, bisexual, and transgendered community and decided to
start a networking group of his own:
The only thing I would say traditionally is that I think our primary
professional organization, PRSA, has come late to the gay issue, especially as
many gay and lesbian public relations professionals as there are. Im not sure
if youre familiar, but they are just now setting up the gay and lesbian special
interest groups. . . . Thats shameful in a way. I mean for one thing this
informal group that I started, I started five years ago and I was five years too
late. So Im a little ashamed of my professional organization that they started
late, but better late than never. (White Caucasian gay male, age 40,
writer/editor/public relations consultant, consultancy)
RQ2. How can the public relations industrv change to be more inclusive for gav male
practitioners?
Though the participants generally enjoyed working in public relations, they
expressed concerns about the industry`s closed nature. The participants stress the need Ior
diversity-Iriendly policies that would allow gay employees the ability to Ieel included and
wanted by their employers and would also serve as a strategic move in a competitive work
environment.
29
StudentGay Men in Public Relations
Diversitv-friendlv policies. What contributed to perceptions oI acceptance Ior
many participants were when their organization had Iormal commitments to diversity
as expressed through organizational diversity statements and domestic partner
beneIits. For example, the policies at his corporation made one White gay male Ieel
more comIortable to be out and to work as a public relations practitioner:
My minority status happens to be invisible until I choose to disclose it. So,
um, which I, oI which I do. I Iound it much easier overall just to be and be
out. And the company has policies to back me up on that. That makes a world
oI diIIerence. (White gay male, age 47, manager oI corporate
communications)
The push Ior employers to cover domestic partner beneIits along with other beneIits
and to acknowledge the rights oI LGB workers started with the Iormation oI
employee network groups. Many oI the lesbian and gay corporate public relations
practitioners who participated in this research were members or aIIiliated with these
groups.
The participants also discussed the need Ior organizations to get involved and
maintain involvement in gay pride activities. However, mention oI these activities
have received silence or disapproval. As one practitioner recounted, 'I remember
about Iive years ago when a survey came out saying that gay men and lesbians had
more disposable income than the average household. My boss asked me what we
needed to do to have more gay customers. When I suggested we consider sponsoring
gay community groups, he threw out that idea and asked, Couldn`t we just do
something to get them to spend more?`
30
StudentGay Men in Public Relations
Discussion
The experiences oI these practitioners are not anomalies or outliers. Ragins (2004)
documented that LGB workers Iaced three types oI workplace discrimination, one oI which
is social discrimination. This type oI discrimination, 'which can be subtle in Iorm but
potent in eIIect, equates to a lack oI access to social resources such as social networks,
relationships, and activities. For LGB employees, there is a push-pull eIIect oI being
excluded Irom these networks. II one discloses, he or she is shunned and pushed out oI
Iuture social interactions because colleagues are uncomIortable. For those who do not
disclose, they receive the push, an entree into the network; however, 'LGB workers who
hide their sexual orientation may need to maintain a social distance Irom their colleagues in
order to conceal their sexual identity, limiting the development oI these valuable
relationships (p. 44).
Networking and building aIIective support systems were key negotiation tactics Ior
practitioners proIessionally and socially, and these tactics demonstrated the importance oI
boundary spanning and buIIering as demonstrative skills that practitioners must have in
order to operate between the two social and proIessi onal worlds they must navigate. This
research conIirmed previous research conducted by E. L. Bell (1990) and Denton (1990);
this research also reaIIirms Ibarra`s (1993) 'Iunctionally diIIerentiated networks where
women and minorities move between two diIIerent networks oI contacts Ior career advice
and social support and interaction.
Conclusion
Few research studies exist regarding lesbian, gay male, bisexual, and transgendered
practitioners and LGBT publics. This study Iilled the gap somewhat by looking at gay male
31
StudentGay Men in Public Relations
practitioners. The goal oI this research was to explore the proIessional lives oI gay men in
public relations, and through two research studies, the goal was achieved. However, more
research must be conducted in order to examine how practitioners encounter issues oI
identity, discrimination and opportunity (e.g., glass escalator and glass or lavender ceiling),
roles, hiring, salary, and power in organizations.
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