Managers and PR: Don’t Just Settle
Why should you when it’s just as easy to hang tough, and
insist on The Big Four instead of settling for a collection
of communications tactics that simply let you move a
message from one point to another? And not much more.
What’s the Big Four? In public relations, its recognition
by business, non-profit, government agency or association
managers,
1) that strategic PR can lead directly to achieving the unit’s
managerial objectives,
2) that the managers are doing something really significant
about those important outside audience behaviors that
MOST affect the department, group, division or subsidiary
unit they manage,
3) that they will then be in a position to persuade those key
external audiences to their way of thinking,
4) and, based on having persuaded many members of that key
external audience to their views on the issue in question,
move them to take actions that allow their unit to succeed.
The reason you don’t have to settle for tactics as your only
PR initiative, is first-class public relations planning that really
CAN alter individual perception resulting in changed behaviors
among key outside audiences. But that only comes about after
you, as a manager, demanding more than press releases, brochures,
special events and broadcast plugs, actually receive the PR
results you deserve, as well as the best that public relations has
to offer.
And this is what those PR results could look like: customers
start to make repeat purchases; welcome bounces in show
room visits occur; prospects begin to do business with you;
membership applications start to rise; capital givers or
specifying sources begin to look your way; new proposals
for strategic alliances and joint ventures start showing up;
politicians and legislators begin looking at you as a key
member of the business, non-profit or association communities;
and community leaders starting to seek you out.
Underpinning this approach to public relations, is a proactive
premise: 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 usually accomplished.
As luck would have it, those in the best position to help you
achieve your managerial objectives, are already on your staff,
and can be of real use for your new opinion monitoring project.
And the reason is, your PR people have been in the perception
and behavior business for quite a while. But be certain those PR
folks really accept why it’s SO important to know how your
most important outside audiences perceive your operations,
products or services. And this is really important: be sure they
believe that perceptions almost always result in behaviors that
can help or hurt your operation.
Those public relations professionals deserve your confidence and
your attention. So, review your new PR plan with them. Discuss
how you will monitor and gather perceptions by questioning
members of your most important outside audiences. Suggest
asking questions like these: how much do you know about our
organization? Have you had prior contact with us and were you
pleased with the exchange? Are you familiar with our services
or products and employees? Have you experienced problems
with our people or procedures?
It may turn out that you want to go after the key audience data
with a professional survey firm. But be cautious because that
course of action may cost a lot more than the expense of using
those PR folks of yours in that monitoring capacity. In any
event whether it’s your people or a survey firm asking the
questions, the objective remains the same: identify untruths,
false assumptions, unfounded rumors, inaccuracies,
misconceptions and any other negative perception that might
translate into hurtful behaviors.
On the heels of the necessary key audience data, you’ve got to
set a realistic public relations goal which addresses the most
serious problem areas uncovered during that perception
monitoring drill. And it must be both realistic and achievable.
For example, will your goal be to straighten out a dangerous
misconception? Correct a gross inaccuracy? Or, stop a
potentially painful rumor before it does more damage?
As always, a PR goal demands a PR strategy of equal quality
if you are to solve perception and opinion problems, a strategy
that matches your PR goal. You have just three strategic
options available to you. Change existing perception, create
perception where there may be none, or reinforce it. Because
the wrong strategy pick will taste like barbeque sauce on
your pecan pie, be certain your new strategy fits well with
your new public relations goal. You certainly don’t want to
select “change” when the facts dictate a strategy of
reinforcement.
Since the objective is always moving a key audience to
your way of thinking, writing a persuasive message is the
order of the day. But this kind of message must be carefully
written, and aimed directly at that key external audience.
Get your best writer on this job because s/he must produce
language that is not merely compelling, persuasive and
believable, but clear and factual if it is to shift perception/
opinion towards your point of view and lead to the
behaviors you have in mind.
A wide selection of communications tactics awaits your
pleasure now that your perception-moving message is ready
to go. And they range from speeches, facility tours, emails
and brochures to consumer briefings, media interviews,
newsletters, personal meetings and many others. But be
sure the tactics you pick are known to reach folks just like
your audience members.
It’s a fact of life that how you communicate your message
will bear heavily on its believability, always fragile at best.
Which is why, initially, you may wish to unveil your
corrective message before smaller meetings and
presentations rather than using higher-profile news releases.
Estimating program progress is another challenge, especially
so when gauging your program’s impact on key audience
perception, and thus behaviors. Inevitably, a second
perception monitoring session will be needed. Happily, you
can use many of the same questions used in your benchmark
session. Only difference now, you’ll be watching for signs
that the bad news perception is being altered in your direction
as a result of your communications programming.
In the unlikely event that the program’s forward motion slows,
you PR toolkit contains another fix: either add more
communications tactics, or increase their frequencies, or both.
Fact is, as a business, non-profit, government agency or association
manager, you don’t have to settle for a collection of
communications tactics that simply let you move a message
from one point to another.
As outlined at the top of this article, you can take advantage of
the Big Four approach to public relations that can deliver the
PR results you deserve, and the best that public relations has
to offer.
end
Bob Kelly counsels and writes for business, non-profit and
association managers about using the fundamental premise of public
relations to achieve their operating objectives. He has published over
240 articles on the subject which are listed at EzineArticles.com, click
Expert Author, click Robert A. Kelly. He has been DPR, Pepsi-Cola
Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport
News Shipbuilding & Drydock Co.; director of communications, 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.
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Robert A. Kelly © 2006.
Bob Kelly counsels and writes for business, non-profit and
association managers about using the fundamental premise of public
relations to achieve their operating objectives. He has published
240 articles on the subject which are listed at EzineArticles.com, click
Expert Author, click Robert A. Kelly. He has been DPR, Pepsi-Cola
Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport
News Shipbuilding & Drydock Co.; director of communications, 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.
mailto:bobkelly@TNI.net
Visit:http://www.PRCommentary.com
