Having entered the workforce in the late 90s, I always thought the world of public relations presented endless opportunities.  My first “real” PR job was at Rubenstein & Associates, in New York City, the quintessential publicity shop, where weekly media placement reports were typed on carbon paper using massive silver Brother typewriters.  The reports were then distributed to all the head honchos, many of whom were female.

It’s hard to imagine a time when PR was not dominated by female professionals.  However, when Ruth Jacobson entered the field in the 50s, it was more common for women to stay at home than work in any office, let alone as a professional in the high-powered world of advertising, PR and marketing.  According to a news story from the St. Louis Post-Dispatch, Jacobson was the first female executive to work at Fleishman-Hillard and the first senior female partner at the firm.  She graduated from Northwestern’s Medill School of Journalism and worked on big brand accounts such as Anheuser-Busch.  I would love to have been a fly on the wall to see how she navigated that testosterone-heavy account team – having watched an episode or two of Mad Men, I can just imagine the condescending (and sometimes offensive) comments that got thrown her way.

Now as a vice president at Rose Communications, a female-owned and -operated firm, I am a testament to how the roles have been reversed.  The X chromosome now dominates the PR profession.  I sometimes wonder what if a male colleague had to endure conversations about child rearing, breast feeding, PMS and various other female-orientated topics that make their way into our water cooler chatter?  According to a diversity tracking survey conducted by BPRI Group, 66 percent of employees at public relations agencies are female. I believe we have Ms. Jacobson to thank for that.

The industry lost a trailblazer last week when Jacobson died due to complications from congestive heart failure at the age of 84.  While she may be gone, her legacy will live on.  Thanks to her, PR executives in their mid-30s, such as me, are oblivious to the “glass ceiling.”  The opportunities for female public relations professionals remain endless.

Most communications experts agree that having a cohesive crisis communications plan in place can help companies of all sizes and statures navigate challenging terrain.

If Toyota did indeed have a plan, it didn’t adhere to the core principles for communicating during a crisis. Once synonymous with safety, Toyota has backed its way into a corner in which company executives are being reactive rather than proactive.

The crisis began with a lack of responsiveness to consumer complaints. In an age where conversations on social media channels can cause irreparable damage to a brand, Toyota drivers first learned about the potential mechanical/safety issues from other irate Toyota owners. From the start, Toyota didn’t take control of the message.

Toyota drivers also seem to be waiting for the other shoe to drop. Just this week, the recall expanded to 436,000 hybrid models including the popular Prius because of a malfunction in the braking system.

So what core communications virtues did company executives ostensibly ignore?

1. Honesty: The company should have publicly acknowledged the situation long before it did. The delayed response caused consumers to believe executives were being dishonest. Even if they didn’t know the extent of the problem they should have communicated potential issues about other Toyota makes and models.
2. Explanation: It took executives too long to offer up an explanation.  And when one was presented it seemed to point fingers at part makers and manufacturers, looking to place blame elsewhere.
3. Apology: Toyota’s CEO,Akio Toyoda, has been widely criticized for not being sincere in his initial apology in late January. He continued to participate in the World Economic Forum in Davos despite the fact that his company was facing the worst crisis in its history. His driving off in an Audi also didn’t inspire confidence in the Toyota brand.
4. Learning: We’ve yet to hear the company’s learnings from this incident and the policies and procedures it has created (or will) to ensure that this never happens again. The company still needs to reassure consumers that future models aren’t impacted.

The company’s handling of this crisis will shape perception of the brand for months and years to come. According to a PRWeek blog, consumer opinion of Toyota has dropped below the Hummer, arguably the most vilified gas-guzzler on the market. Significant damage is already done, but there’s no time like the present to get the brand back on track.

Tracey and soon-to-be big brother Kyle

When I was pregnant with my first child, I remember people frequently asking me if I would return to work. And I remember thinking… yes of course I’m going to return to work (it’s part of who I am and what I love) but also being torn that I didn’t want my newborn with a nanny or in daycare full-time.

Fast forward two and a half years, and I’m about five weeks away from delivering my second child and preparing for maternity leave this summer. With my impending departure and Mother’s Day around the corner, I find myself reflecting upon my current status as a working mom with a flexible schedule. My situation enables me to spend a good amount of time with my son every week while remaining an active participant in the workforce. I am very fortunate and recognize that I am in a rare situation. I honestly feel that I have the best of both worlds.

I strongly believe that I’ve been able to transcend the heated “mommy wars” because of my situation. Some days I’m in the office focusing on PR strategy and immersed in the ever-changing media landscape while other days I’m out dancing the hokey pokey and finger painting with toddlers.

Flexible work schedules and job shares are more common today than they were a decade ago. However, the economic climate has forced companies to make some difficult decisions, which has certainly impacted moms in similar roles.

The founder of Rose Communications, Rosemary Ostmann, has always been a big proponent of an entrepreneurial environment. In doing so she’s created one of the best places for moms to work. I am passionate about my job, clients and company and honestly feel that I am more productive here than I’ve ever been. It’s not about clocking in and logging hours –it’s about producing value for our clients and that doesn’t necessarily mean you have to burn the midnight oil five to seven days a week. Being a mom is a wonderful, awe-inspiring experience and if it’s taught me nothing else, it’s taught me to be a better multi-tasker. This skill set is beneficial both at home and in the office.

With my second child on the way, I’m hopeful that I can keep the balancing act going. Certainly technology, in particular my coveted Blackberry, helps to facilitate the juggle. Also working in a supportive environment– one that doesn’t mind breast milk stored in the fridge or a late morning arrival because of a toddler music class– helps. In my mind, it is possible to be a working mom who still spends a good amount of time at home with her child.

Occasionally my worlds collide where I’m singing Music Together songs at work or thinking about a complex work issue on the playground but more often than not I’ve been able to keep things separate.

What I’ve learned over the past two years is there doesn’t have to be a hard line drawn in the sand — in 2009 we can all redefine for ourselves what it means to be a working mother. For me it’s a hybrid and I love every minute of it.