One early morning, the boss posted an international beverage brand case in the group chat: "Who wants it?" Sharon, already serving as the team's associate manager, didn't hesitate despite having a two-week trip planned. She immediately put forward why she wanted this case and how to achieve the goals. This wasn't a case she needed to claim for her own reputation—she was already established—yet she still actively pursued it. But the boss declined her proposal and instead tagged Sharon's teammate in the chat: a newcomer with only six months of experience, but showing exceptional performance.
"Yes, and her!" Sharon spoke up again, saying she would teach her how to secure the opportunity to approach the client, and they could execute it that very morning. "Because I fought to win this, it's for my team anyway, so no matter who gets it, that's fine." Most managers wouldn't think this way—they'd want their teammates to showcase their brilliance rather than let a junior team member shine, especially one who just joined the company six months ago.
▲Shiseido, Global Department Store, and Nestlé are among her clients
Sharon Pan Xuanwen, with long hair and a brilliant appearance, has just turned 30 and is an Associate Manager in the Consumer Business Group at Bourgeois PR Consulting. With 4.5 years of experience, she was actually promoted twice in just 1.5 years to reach her current position. Starting from the ground level, she leads teams with strong principles: "Everyone knows I'm particularly strict, but that's the client's standard, not mine."
This statement is memorable because during every event planning process or simulation exercise, she anticipates problems others would never think of—like "What if the talent gets stuck changing clothes backstage?" These minute details that others would handle on-the-spot, she plans preventative measures for in advance. This way, no matter what minor issues arise during an event, the team can handle them calmly and immediately.
From her communication style, you can sense that strict standards reflect responsibility to both herself and her clients. She knows these experiences help her teammates learn and grow, teaching them to think critically rather than follow blindly.
As a manager, my responsibility is to achieve my teammates' dreams.
Honestly, hearing this statement really moved me, because encountering a manager with this kind of heart is something many people long for. After successfully winning the bid, Sharon's supervisor told the junior teammate: "You must thank Sharon—she really fought hard to win this for you." Such opportunities are rare, and Sharon believes that managing good clients brings tremendous fulfillment. Plus, younger team members often fear facing clients directly, but this one was eager to seize the opportunity. So Sharon taught him, guided him, gave him a good start. He didn't have to jump in at the deep end. This example shows how the company maintains fluidity—pushing teammates forward while managers back them up, giving everyone practical experience and building the perfect team.
From a Normal University Background—An Unconventional Career Survivor: Entering PR Was Completely Unexpected
Based on her background, you might assume Sharon studied communications or marketing, but she actually came from a normal university, was already certified as a teacher, and completed her internship. However, after the internship, she chose a different path to develop additional expertise. She applied to a graduate program in Communications Management, which delayed her entry into the workforce.
Sharon says she wasn't that "idealistic" back then. She didn't have a grand life plan like deciding to become a PR professional or to achieve a certain level. Instead, she believes many things accumulate over time. Through life experience, maintaining flexibility and openness allows you to adapt to environmental changes—a maturity rarely seen in young people today. Many people give up and leave when facing setbacks, but maintaining an open mindset lets you discover your limits, or realize you might have none.
"Life is really long," Sharon said with both confidence and a touch of melancholy, contrasting with young people who rush anxiously toward "the future." She believes there's no need to "control everything within a year or two." Regarding career perspectives: "Many people only think about what they want, without considering whether they can stay at a company for three years." Because within three years, there are three stages to validate.
Stage One: Learning — Through ground-level, frontline work, learn the industry's required skills like securing sponsorships, creating reports, making pitches, and planning.
Stage Two: Doing — After a year, when you've mastered the basics, apply these work skills in actual practice, adjusting as you go, developing your own style.
Stage Three: Performing — Once you can comfortably apply these skills, view the work with greater perspective and vision, gradually validating whether you meet market needs or whether your abilities far exceed your current role.
When the Top Client Suddenly Canceled—She Wasn't Defeated: Because We Don't Just Sell Relationships
▲Sharon is the company's consistent top performer
At work, Sharon is nearly perfect—a top sales performer consistently. Once, after a pitch, she'd already planned all follow-up details, but while she was abroad, she was suddenly told that internal factors were canceling the partnership. Later, after her team leader proactively reached out and both sides communicated, they learned the client truly appreciated the team's proposal; it was just internal scheduling that made them hope to collaborate again when time allowed.
But losing such a major case so suddenly was extremely painful. Even colleagues were whispering about it. Many people would fall into prolonged depression, but Sharon instead internalized this experience as nourishment. Only by experiencing such major setbacks can you handle other career challenges.
Regarding Sharon's philosophy in choosing companies, she doesn't think you must chase large corporations. Sure, big companies offer interesting budgets, but it's harder to showcase your abilities because clients already have set impressions—changing those is difficult. Sharon chose an agency instead because she didn't want to be locked into one industry. Whether serving large or small clients with various budgets, there are opportunities to grow. She also considered that the company was initially small with strong innovation, flat organizational structure, direct communication, and flexibility—giving teams ample space to perform. Even now that the company has grown to four or five times its original size, it still provides more flexibility and creative space compared to PR agencies under larger groups.
Therefore, both company and team maintain a flexible mindset, challenging the rigid SOP image of traditional event management. Sharon says her events over the past year have been "zero-negative," and even minor on-site issues don't affect overall outcomes. "As long as we do it well enough, when client executives hear from other managers and guests that the event was great, it naturally weakens any critical impressions." This key factor absolutely isn't about "being a smooth talker"—it's about demonstrating your professionalism, anticipating what clients haven't thought of, showing thoughtfulness and perspective-taking, understanding client concerns, and solving problems they struggle with. This is every professional's responsibility.
"Only when you respect yourself will others respect you."
One PR task is calling journalists and media to confirm attendance: "Will you come to this event?" For many junior PR professionals, this is an extremely fearful challenge. When journalists are busy, time-pressured, and usually have no free time, some newcomers fear being scolded by them or bothering them.
Because I was formerly a journalist, when Sharon mentioned this to me, I said I understood the PR's desire to confirm journalist attendance for KPI purposes, but sometimes we really don't have space—though I wouldn't be harsh with them. Some people might be impatient though. Sharon said, "Exactly right. Journalists don't look down on PR people at all." But she's encountered newcomers terrified of making these media invitation calls. "If you don't respect yourself, why should anyone else respect you?"
This is what makes Sharon special: she can step outside her role and think about industry relationships holistically. Rather than blaming problems when things don't go her way, she deeply understands the meaning of PR's existence. Journalists are a tool PR can utilize. Maintaining relationships requires genuine effort.
Sharon puts it this way: "Even after doing two or three hundred events, people think I'm seasoned and effortless. The truth is, I approach each one with trepidation. Many vendors ask why I still come in person to events, but I really want to see the actual on-site reactions and challenges, brainstorm optimizations with the team. I chat with consumers, feel real feedback. Gradually I realized—I don't just enjoy the fulfillment of creative execution. I gain market insights from fieldwork observation."
On Interviews—Whatever You Do, Don't Say "I Want to Learn..."
▲Sharon frequently shares experience with university students
"Did you pay us tuition?" Over recent years, as Sharon has started interviewing candidates, several memorable cases stand out. One woman had impressive credentials and was beautiful, but her interview answers showed she hadn't done her homework—she didn't even understand the job posting. "The company has plenty of public information. That's interview basics."
Often at the final interview stage, managers ask "Do you have any questions?" Most people get nervous. Sharon thinks asking about "company benefits" is really not OK—that information is already clearly listed on 104 job sites. It just makes you seem "unprepared!"
Most unacceptable are interviews where candidates sincerely keep saying "I want to learn..." and "I'll study hard"—these well-meaning people think such expressions show enthusiasm and dedication. But the workplace isn't school. Enterprises pay you to solve problems, not to learn skills.
Sharon has also identified several common interview types—people who answer very "vaguely," like "I'm very efficient" or "I'm very responsible." These answers lack specificity and don't show differentiation. If you claim efficiency, explain what you accomplished in a short timeframe so others discover and feel the meaning in your words.
To demonstrate strong abilities, cite specific examples. Sharon mentioned a job candidate who helped their family business find partnership opportunities. Having no prior experience, she made over a hundred phone calls, visited companies one by one, and eventually found resources. Sharon immediately knew this person had drive and execution ability. She didn't need to describe herself—her actions said everything.
