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Author: Robert A. Kelly Article source: http://www.articletrader.com/. Used with author's permission.
As a business, non-profit or association manager, let the
tacticians handle the special events, brochures and press
releases from now on.
You have better things to do.
Like demanding the real results you're entitled to, and for
which you've paid good money! Results, that is, that will
come about when you do something positive about the
behaviors of those important external audiences of yours
that most affect your operation. In particular, when
you persuade those key outside folks to your way of
thinking, then help move them to take actions that allow
your department, division or subsidiary to succeed.
In other words, good public relations can alter individual
perception and lead to changed behaviors among key outside
audiences. And that can help business, non-profit and
association managers like you, achieve their managerial
objectives.
How do I know? Because people act on their own perception
of the facts before them, which leads to predictable behaviors
about which something can be done. When we create, change
or reinforce that opinion by reaching, persuading and moving-
to-desired-action the very people whose behaviors affect the
organization the most, the public relations mission is
accomplished.
Luckily, here's what can materialize from this approach:
prospects starting to work with you; capital givers or
specifying sources beginning to look your way; welcome
bounces in show room visits; membership applications on the
rise; customers starting to make repeat purchases; fresh
proposals for strategic alliances and joint ventures; community
leaders beginning to seek you out, and even politicians and
legislators starting to view you as a key member of the business,
non-profit or association communities.
Clearly, your first priority will be involving your public relations
people by getting them on board this particular approach to PR.
They must buy into why it's so important to know how your
outside audiences perceive your operations, products or
services. Be especially certain they accept the reality that
negative perceptions almost always lead to behaviors that can
damage your organization.
Take the time necessary to lay out how you will monitor and
gather perceptions by questioning members of your most important
outside audiences. Questions like these: how much do you know
about our organization? Have you had prior contact with us and
were you pleased with the interchange? How much do you know
about our services or products and employees? Have you
experienced problems with our people or procedures?
Take comfort from the fact that your PR people are already
in the perception and behavior business and can be of real
use for the initial opinion monitoring project. Professional
survey firms are always available, of course, but that can
be a budget buster. But, whether it's your people or a
survey firm who handles the questioning, the objective is
to identify untruths, false assumptions, unfounded rumors,
inaccuracies, and misconceptions.
Now, you identify which of the problems outlined above
becomes your corrective public relations goal - clarify the
misconception, spike that rumor, correct the false
assumption or fix a variety of other possible inaccuracies?
The truth of the matter is, you can meet that goal only
when you select the right strategy from the three choices
available to you. Change existing perception, create
perception where there may be none, or reinforce it.
Picking the wrong strategy is about as cool as using cajun
spices in your Tiramasu! So please be certain the new
strategy fits comfortably with your new public relations
goal. You wouldn't want to select "change" when the
facts dictate a "reinforce" strategy.
Some regard this as the toughest part of the job -- create
a persuasive message aimed at members of your target
audience. Yes, it's always a challenge to put together
action-forcing language that will help persuade any
audience to your way of thinking.
And so, since s/he must create that very special, corrective
language, be certain you have your best writer on the
assignment. You need words that are not only compelling,
persuasive and believable, but clear and factual if they
are to shift perception/opinion towards your point of view
and lead to the behaviors you desire.
From here on in, things get easier. For example, identify the communications tactics you need to carry your message to
the attention of your target audience. Insuring that the
tactics you select have a record of reaching folks like your
audience members, you can pick from dozens that are
available. From speeches, facility tours, emails and
brochures to consumer briefings, media interviews,
newsletters, personal meetings and many others.
Stay alert to the fact that the credibility of the message can be
dependent on the credibility of its delivery method. Which
means you may wish to deliver it in small getogether-like
meetings and presentations rather than through a higher-
profile media announcement.
When you receive requests for progress reports, consider
yourself alerted to the need for you and your PR team to
undertake a second perception monitoring session with
members of your external audience. You'll want to use
many of the same questions used in the first benchmark
session. But now, you will be watching very carefully for
signs that the bad news perception is being altered in your
direction.
Don't fret if things seem to be slowing down. Your PR
program usually can be accelerated by adding more
communications tactics as well as increasing their
frequencies.
When all is said and done, the bottom line is, this workable
public relations blueprint will help you persuade your most
important outside stakeholders to your way of thinking, then
move them to behave in a way that leads to the success of
your department, division or subsidiary.
So, stop doing public relations the hard way.
The public relations rules that will best serve any business,
non-profit or association manager, read this way: the people
you deal with do, in fact, behave like everyone else - they
act upon their perceptions of the facts they hear about you
and your operation. Strongly suggesting that you deal
promptly and effectively with those perceptions by doing
what is necessary to reach and move your key external
audiences to actions you desire.
Please feel free to publish this article and resource box
in your ezine, newsletter, offline publication or website.
A copy would be appreciated at bobkelly@TNI.net.
Robert A. Kelly © 2005. Bob Kelly counsels, writes and speaks to business, non-profit and
association managers about using the fundamental premise of public
relations to achieve their operating objectives. He has been DPR,
Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR,
Newport News Shipbuilding & Drydock Co.; director of communi-
cations, U.S. Department of the Interior, and deputy assistant press
secretary, The White House. He holds a bachelor of science degree
from Columbia University, major in public relations.
Visit:http://www.prcommentary.com
Mailto:bobkelly@TNI.net
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