Progressions

Assembly Required: Lessons from Creating a Guest Relations Role

When you buy a piece of furniture from IKEA, you expect an instruction booklet tucked inside the box. When I stepped into my new role as guest relations director for Purdue’s PRSSA Chapter, there was no booklet. The role was brand new, which meant I had the pieces — guest speakers, Chapter meetings and Chapter goals for the year — but no step-by-step guide to put them all together. 

At first, it was intimidating. I wanted to do the role “right,” but there was no model to follow. What I’ve discovered so far is that not having a manual has been the best leadership training I could ask for. Navigating uncharted territory has forced me to be flexible, take initiative and start building processes from scratch — skills that I know will serve me long after PRSSA. 

Having no roadmap could have been discouraging, but I saw it as an opportunity. Running for guest relations director was a strategic choice. I knew it was a chance to expand my network and gain more experience building professional relationships in a relationship-driven industry. It also gave me the chance to connect my peers with the inspiring professionals I’d already met. 

Since stepping into the role, I’ve realized that flexibility isn’t optional — it’s essential. Some prospective speakers respond right away; others need multiple follow-ups. I have to be ready to adjust plans and tailor my communication to each speaker’s style and needs. In many ways, this role feels like a microcosm of the PR field itself, where timelines shift and unexpected challenges are part of the job. Learning to adapt quickly and communicate effectively under changing circumstances is exactly what PR professionals do every day. 

Now, I’m developing a system for tracking speaker commitments and experimenting with communication practices that make sense for our Chapter. Taking initiative is still a work in progress, but it’s already paying off. Thanks to early outreach and careful planning, all of our guest speakers for the fall semester were lined up in early September. Each step builds momentum and reinforces the value of proactive leadership. 

Another thing I’m keeping in mind is that this role isn’t just about me — it’s about setting up future leaders for success. To make the work easier for the next guest relations director, I’ve started creating systems that document what works and what doesn’t. For example, I’ve developed a spreadsheet to track prospective speakers, including their contact information and the status of my outreach. In many ways, it functions like a media list for our Chapter.

I’ve also created a Google Form for Chapter members to submit speaker suggestions. This helps me tailor events to their interests and ensures we bring in professionals who will be meaningful and relevant to our members. Through this process, I’ve learned that early outreach is key, and it’s important to meet speakers where they are — offering virtual options, customizing sessions to their expertise and being flexible with their availability. Though I’m still early in the role, these systems are already helping me manage the workload efficiently while laying the groundwork for my successor.

One unexpected benefit of stepping into an undefined role has been how it’s strengthened my connection with the rest of our executive board. Because I don’t have all the answers, I find myself asking more questions, seeking advice and collaborating more closely with my peers. This has built a strong sense of trust and community within our Chapter leadership. It reminds me that in PR, as in leadership, the best work comes from collaboration, not isolation. 

Stepping into a brand-new position has felt like opening a box with the words “assembly required” stamped on the side. The pieces are there, but the instructions are still being written, and I’m still in the middle of figuring them out. 

I know I won’t leave this role with everything perfectly assembled, but I will gain new skills, stronger relationships and a deeper understanding of what it means to lead through change.