What a PR man could do in the governor's office

Many politicians have become Minnesota's governor, but never has our governor come from the world of public relations. A governor with such a background could help us thaw our extreme partisan freeze.

Partisanship provides a necessary check and balance. But dysfunctional extremes hurt our state and our future, eroding the trust in government that is essential to a civilized Minnesota. We need leadership that reaches beyond political party absolutes to unleash our full potential.

Public relations skills and passion for public policy may not fit neatly in a campaign ad, but they're fundamental to the public leadership needed now. Too often we segregate ourselves, as in the recent bitter disputes over education reform and same-sex marriage. In effect, these are examples of public relations at its worst.

In this year's gubernatorial campaign, there is a candidate I've seen practice public relations at its best: Tom Horner. I worked with him for nearly a decade, and I saw him play it as straight as the part in his hair. I watched him make progress on issues and bridge divides by empowering people with sound information, inviting their voices and leaving them free to use their own judgment, as should happen in a healthy democracy.

The best public relations forge partnerships. Collaboration by Horner and others led to such progress as smoke-free restaurants and bars; Achievement Plus schools, which combine learning and social services to improve student achievement in St. Paul's worst socio-economic areas, and new construction by Target Corporation that grew jobs.

Horner couldn't have made it to the top of his field without credibility and a mastery of serious substance. Those qualities could benefit our state if he reaches the governor's office, where complex and challenging issues await. Having seen him practice his profession, here's the approach I believe we can expect him to take in office:

Reframing a budget solution. One cost of simplistic "no new taxes" rigidity is decreased public participation. Without possibility for compromise, why should anyone invest in pursuing a different approach? A disempowered citizenry fuels anger, not workable solutions.

A governor steeped in communications and coalition-building could reframe the issue, creating space and political cover for compromise. Horner is adept at it. Take smoking, for example: We've long known that smoking kills. But Horner helped expand that message to "smoking costs Minnesota $2 billion in health care costs." Context matters in building diverse support to move forward.

Every Minnesotan's household or business success hinges on raising revenue and moderating expenses. Horner's budget plan includes both approaches, opening opportunity beyond gridlock.

Fostering dialogue. Many politicians engage only their party base, but Horner has sought widespread dialogue -- from face-to-face to Facebook. That's not new for him. Before Central Corridor, before smoke-free workplaces, before historic long-term care reform, he helped convene numerous public forums to discuss these issues. Respectful, thoughtful dialogue through both traditional means and social media is essential to effective public relations, reason and progress.

Unleashing knowledge and collaboration. Effective public relations involves brainstorming and building consensus. No person is a panacea, but these ways of working could unbridle and connect the rich knowledge and creativity within our citizenry, the for-profit and non-profit sectors, schools, think tanks and beyond. We're missing a statewide conductor moving us to our collective feet. Our contributions are sorely needed.

In 2001 I stood near the stage of a huge Capitol rally for long-term care reform. Republican and Democratic legislators clamored to declare support. A year earlier, there had been only silence. What had changed? Through public relations, a wide array of Minnesotans had learned that good intentions weren't enough, that long-term care would cost money. With sound information, citizens became engaged. Politicians reacted. And Minnesota improved.

We've had governors from the ranks of lawyers and legislators, farmers and philosophers. We've even tried a professional wrestler-turned-actor. This year, we don't need to shock the world. We need to lead and heal. And for that, we need public relations.

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Eric Schubert, Inver Grove Heights, worked at Himle Horner Inc. from 1995 to 2004 and was a member of the firm's leadership team. He is a source in MPR's Public Insight Network.

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