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Jackie Rowley - PRing for the GMC

Jackie Rowley has had a fascinating career. Starting out as a broadcast journalist for the BBC, ultimately presenting on BBC News 24, she moved into PR after being asked to become spokeswoman for then Liberal Democrat leader Charles Kennedy.

She took on her current job, Director Of Communications, after Kennedy stood down as leader of the Liberals, faced with the task of communicating on behalf of an organisation that regulates the practice or 240,000 doctors across the UK.

We spoke to Jackie about her career to date, her role at the GMC, and what advice she’d have for others embarking on a career in PR.

By Miriam Wachira

What path has your career taken?

I started out working for BBC Scotland. I was directing full length documentaries for the network and wanted to know how it felt to work in front of the camera. I got the opportunity, found I liked it, and decided to pursue a career as an on-screen correspondent/presenter, initially within the BBC.

How long were you there for?

I worked for the BBC for about 15 years. I then joined Sky as a reporter, foreign correspondent and later as a presenter. My last post as a broadcast journalist was with BBC News 24 [now the BBC News Channel] where I worked as a weekend presenter. After that I became a freelance journalist, writing for various national newspapers, which gave me time to start my own tv production company, which was a passion of mine.

What are you favourite memories from your career as a journalist?

I travelled a lot when I was a TV foreign correspondent, and covered extraordinary events, like the collapse of communism in Russia. As a freelance journalist, I was able to write about a whole range of issues and people. I accompanied Princess Anne for one article, and travelled with Robbie Williams, when he was a UNICEF ambassador.

What was your next move?

I was approached about becoming the spokeswoman for then Liberal Democrat leader Charles Kennedy. This seemed like a great challenge, so I took up the offer. I coordinated all of his personal media and briefed the political lobby at Westminster. It was fascinating to work in the House of Commons – and this was the start of my career in communications.

How did you get your current job?

After Charles Kennedy resigned as Liberal Democrat leader I also resigned – that is how politics works! – and I had about a three month break. After that I contacted communications head hunters Taylor Bennett – on the advice of a friend – and they introduced me to the General Medical Council.

What was the GMC looking for?

They wanted a Director of Communications with wide experience in mainstream media and national politics – both of which I had. What I lacked was day-to-day team management experience and, given the nature of the organisation, work in the healthcare environment. But those are both things I’ve been able to pick up on the job.

What was the change from politics to the GMC like?

It was a big adjustment – especially the learning curve in having to manage others, and discovering the ins and outs of the healthcare system. But that challenge was a great experience. You just have to hold your nerve!

What is your role?

I am one of four directors in the organisation, and my role is to develop communication strategies and lead the communications team.

What does ‘develop communication strategies’ mean?

It is my job to help the organisation understand that communications must be engaged right at the outset of any strategic discussion or project planning, if we are to contribute fully. I also explain how messages will be received and perceived both internally and externally and consider the reputational risks and opportunities to the organisation. Externally, my role is to communicate what the GMC does; and what it does not do, for that matter.

What are the biggest challenges in your role?

The GMC regulates the practice of 240,000 doctors in the UK. Each country has its own healthcare system, so our messages need to be sensitive to those differences. The GMC is also a changing organisation. The Health and Social Care Act, which was passed last summer, contains a number of changes for the healthcare regulators. We need to communicate these changes; and it’s not easy to explain what regulation is to doctors, let alone the public!

What is your typical day like?

Is there a typical day for me? I spend a lot of time in meetings! As well as the President, Chief Executive and my fellow directors, I work very closely with the communications team, reviewing progress and making decisions. I am pretty ‘hands on’ and, I hope, accessible. I start most days with a briefing from the head of the media team, who updates me on any issues that have arisen overnight. I meet each of my other managers at least twice a week and my door is open.

How big is your team?

I have 28 people in the directorate.

What are their roles?

Some have specific roles, like internal communications and the website, and others focus on special projects. We are also responsible for media relations, public affairs and external relations. The GMC offices in Scotland, Wales and Northern Ireland are part of my directorate too.

How do you recruit your team?

I look for people who are open and sensitive to their surroundings. I want a team that can work closely together.

What skills do you look for in new people?

That they are a dedicated team player and articulate. I seek out self-motivated people with the right attitude.

What do you dislike about your job?

I hate travelling on the tube! And after a media career and the House of Commons, the routine of a 9–5 job is quite strange.

What is the future of corporate communications?

More and more organisations are recognising that communications plays a big role in their success. The GMC has fully recognised this, which is why we established this post of Director of Communications in the first place.

What is your view on diversity within the PR and communication sector?

There isn’t much diversity, to be honest. When we recruit, sadly, very few people from minority groups apply. I would encourage everyone to consider this sector.

What advice would you give someone aspiring to get to your position?

I would say go for it – its fun. All you need is to be open to ideas, to be sensitive to your environment and be able to know what is happening around you.