If I Were Coaching You
If I Were Coaching You
in your ezine, newsletter, offline publication or website.
Only requirement: you must use the Robert A. Kelly
byline and resource box. Word count is 1200 including
guidelines and resource box. Robert A. Kelly © 2006.
If I Were Coaching You…
If I were coaching you as a business, non-profit, public
entity or association manager on how to get the biggest
bang for your public relations dollar, I would sum it up
for you this way.
Use the fundamental premise of public relations to
produce key external stakeholder behavior change –
the kind that leads directly to achieving your managerial
objectives.
That’s why you do something positive about the behaviors
of those outside audiences that MOST affect your
organization. And you do so by persuading those
important external folks to your way of thinking, then
move them to take actions that help your department,
division or subsidiary succeed.
The reality is, your public relations effort must involve
more than press releases, broadcast plugs, brochures
and special events if you expect to get your money’s
worth.
And that’s what the fundamental premise of public
relations really says when it points out that 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.
Happily, this kind of public relations approach can
deliver results like capital givers or specifying sources
looking your way; enhanced activist group relations;
expanded feedback channels; new proposals for strategic
alliances and joint ventures; community service and
sponsorship opportunities; rebounds in showroom visits,
membership applications on the rise; not to mention new
thoughtleader and special event contacts.
You could easily see improved relations with government
agencies and legislative bodies; prospects starting to work
with you; customers making repeat purchases; promotional
contest overtures, and even stronger relationships with the
educational, labor, financial and healthcare communities.
Still, the question remains, who makes the blueprint really
work? Will your workers be regular public relations staff?
Or people sent to you by a parent entity? Or possibly a PR
agency crew? Regardless of where they come from, they
must be committed to you as the senior project manager,
to the PR blueprint and its implementation, starting with
target audience perception monitoring.
Now, simply because a PR person describes him/herself
as a public relations specialist doesn’t mean they’ve bought
into the whole program. Convince yourself that your team
members really believe deeply why it’s SO important to
know how your most important outside audiences perceive
your operations, products or services. Be certain they buy
the reality that perceptions almost always lead to behaviors
that can help or hurt your unit.
Pore over the PR blueprint with your PR team, especially
your plan for monitoring and gathering perceptions by
questioning members of your most important outside
audiences. Questions like these: how much do you know
about our organization? How much do you know about
our services or products and employees? Have you had
prior contact with us and were you pleased with the
interchange? Have you experienced problems with our
people or procedures?
You can always invite professional survey counsel to handle
the perception monitoring phases of your program, if the
budget is available. But remember that your PR people are also
in the perception and behavior business and can pursue the
same objective: identify untruths, false assumptions,
unfounded rumors, inaccuracies, misconceptions and any
other negative perception that might translate into hurtful
behaviors.
Here, you need a public relations goal to shoot for as you
address the aberrations that cropped up during your key
audience perception monitoring. And that goal could be to
straighten out that dangerous misconception, or correct that
gross inaccuracy, or stop that potentially fatal rumor dead
in its tracks.
Of course what is a goal without a strategy to show you
how to get there? Fortunately, there are only three strategic
options available to you when it comes to handling a
perception or opinion challenge. Change existing perception,
create perception where there may be none, or reinforce it.
The wrong strategy pick will taste like hot tea with too many
teabags, so be certain the new strategy fits well with your
new public relations goal. You wouldn’t want to select
“change” when the facts dictate a “reinforce” strategy.
Keep in mind that members of your target audience will
likely react to a powerful message. Still, persuading an
audience to your way of thinking is hard work. Which
is why your PR folks must create some very special,
corrective language. Words that are not only compelling,
persuasive and believable, but clear and factual. Only in
this way will you be able to correct a perception by shifting
opinion towards your point of view, leading to the behaviors
you are targeting.
Let your communications specialists review your message
for impact and persuasiveness. Then, sharpen it before
selecting the communications tactics most likely to carry
your words to the attention of your target audience. 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. But be sure that the tactics you pick are known to
reach folks just like your audience members.
It’s wise to respect the fact that the credibility of a message
can depend on its delivery method. So you might consider
unveiling it in presentations before smaller gatherings rather
than using higher-profile tactics such as news releases.
Finally, please recognize that people love progress reports, a
fact that will alert you and your PR team to get back out in
the field and start work on 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. Only this time, you’ll be watching very carefully
for signs that the bad news perception is being altered in your
direction.
Here’s a tip for those among us who are impatient. If things
aren’t moving fast enough for you, try increasing the beat
with more communications tactics and increased frequencies.
Yes, if I were coaching you as a manager on how to get your
public relations’ money’s worth, I would ask only that you
internalize a single reality, then build from there, as outlined
above.
By all means worry about the behaviors of those key external
audiences that most affect your organization, and you as a
manager. Then do something positive about them by persuading
those key folks to your way of thinking, moving them to take
actions that help you achieve your managerial objectives.
end
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 authored 245
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
If I Were Coaching You - To learn more about this author, visit Bob Kelly's Website.
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Please feel free to publish this article and resource box
in your ezine, newsletter, offline publication or website.
Only requirement: you must use the Robert A. Kelly
byline and resource box. Word count is 1200 including
guidelines and resource box. Robert A. Kelly © 2006.
If I Were Coaching You…
If I were coaching you as a business, non-profit, public
entity or association manager on how to get the biggest
bang for your public relations dollar, I would sum it up
for you this way.
Use the fundamental premise of public relations to
produce key external stakeholder behavior change –
the kind that leads directly to achieving your managerial
objectives.
That’s why you do something positive about the behaviors
of those outside audiences that MOST affect your
organization. And you do so by persuading those
important external folks to your way of thinking, then
move them to take actions that help your department,
division or subsidiary succeed.
The reality is, your public relations effort must involve
more than press releases, broadcast plugs, brochures
and special events if you expect to get your money’s
worth.
And that’s what the fundamental premise of public
relations really says when it points out that 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.
Happily, this kind of public relations approach can
deliver results like capital givers or specifying sources
looking your way; enhanced activist group relations;
expanded feedback channels; new proposals for strategic
alliances and joint ventures; community service and
sponsorship opportunities; rebounds in showroom visits,
membership applications on the rise; not to mention new
thoughtleader and special event contacts.
You could easily see improved relations with government
agencies and legislative bodies; prospects starting to work
with you; customers making repeat purchases; promotional
contest overtures, and even stronger relationships with the
educational, labor, financial and healthcare communities.
Still, the question remains, who makes the blueprint really
work? Will your workers be regular public relations staff?
Or people sent to you by a parent entity? Or possibly a PR
agency crew? Regardless of where they come from, they
must be committed to you as the senior project manager,
to the PR blueprint and its implementation, starting with
target audience perception monitoring.
Now, simply because a PR person describes him/herself
as a public relations specialist doesn’t mean they’ve bought
into the whole program. Convince yourself that your team
members really believe deeply why it’s SO important to
know how your most important outside audiences perceive
your operations, products or services. Be certain they buy
the reality that perceptions almost always lead to behaviors
that can help or hurt your unit.
Pore over the PR blueprint with your PR team, especially
your plan for monitoring and gathering perceptions by
questioning members of your most important outside
audiences. Questions like these: how much do you know
about our organization? How much do you know about
our services or products and employees? Have you had
prior contact with us and were you pleased with the
interchange? Have you experienced problems with our
people or procedures?
You can always invite professional survey counsel to handle
the perception monitoring phases of your program, if the
budget is available. But remember that your PR people are also
in the perception and behavior business and can pursue the
same objective: identify untruths, false assumptions,
unfounded rumors, inaccuracies, misconceptions and any
other negative perception that might translate into hurtful
behaviors.
Here, you need a public relations goal to shoot for as you
address the aberrations that cropped up during your key
audience perception monitoring. And that goal could be to
straighten out that dangerous misconception, or correct that
gross inaccuracy, or stop that potentially fatal rumor dead
in its tracks.
Of course what is a goal without a strategy to show you
how to get there? Fortunately, there are only three strategic
options available to you when it comes to handling a
perception or opinion challenge. Change existing perception,
create perception where there may be none, or reinforce it.
The wrong strategy pick will taste like hot tea with too many
teabags, so be certain the new strategy fits well with your
new public relations goal. You wouldn’t want to select
“change” when the facts dictate a “reinforce” strategy.
Keep in mind that members of your target audience will
likely react to a powerful message. Still, persuading an
audience to your way of thinking is hard work. Which
is why your PR folks must create some very special,
corrective language. Words that are not only compelling,
persuasive and believable, but clear and factual. Only in
this way will you be able to correct a perception by shifting
opinion towards your point of view, leading to the behaviors
you are targeting.
Let your communications specialists review your message
for impact and persuasiveness. Then, sharpen it before
selecting the communications tactics most likely to carry
your words to the attention of your target audience. 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. But be sure that the tactics you pick are known to
reach folks just like your audience members.
It’s wise to respect the fact that the credibility of a message
can depend on its delivery method. So you might consider
unveiling it in presentations before smaller gatherings rather
than using higher-profile tactics such as news releases.
Finally, please recognize that people love progress reports, a
fact that will alert you and your PR team to get back out in
the field and start work on 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. Only this time, you’ll be watching very carefully
for signs that the bad news perception is being altered in your
direction.
Here’s a tip for those among us who are impatient. If things
aren’t moving fast enough for you, try increasing the beat
with more communications tactics and increased frequencies.
Yes, if I were coaching you as a manager on how to get your
public relations’ money’s worth, I would ask only that you
internalize a single reality, then build from there, as outlined
above.
By all means worry about the behaviors of those key external
audiences that most affect your organization, and you as a
manager. Then do something positive about them by persuading
those key folks to your way of thinking, moving them to take
actions that help you achieve your managerial objectives.
end
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 authored 245
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
If I Were Coaching You - To learn more about this author, visit Bob Kelly's Website.
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Leanne Hoagland-SmithAre your sales where you want them to be? Will you be one of the few who achieves sales or business success or one of the many who have failed to change? Are you tired of being told you are like everyone else? Then you may find my first book on sales of interest. Be the Red Jacket in the Sea of Gray Suits, The Keys to Unlocking Sales available at Amazon or at http://www.processspecialist.com/red-jacket.htm. This book is a reflection of my no-nonsense approach to improving sales to overall business results. If you are truly committed to making sustainable changes, then I can help you secure a positive return on your investment because I focus on executable solutions not telling you the problems you already know you have. From training to corporate (group) coaching to executive one on one coaching, my approach is to assess, create awareness, build a goal driven action plan and then execute. The bottom line question is "Not do you or your employees know it, but do you or they want to do it?" Please call for a free strategy session at 219.759.5601. - Visit Leanne Hoagland-Smith's Website |
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Joe DagerJoe Dager is President of Business901, a progressive coaching company providing no-nonsense direction in areas such as Lean Six Sigma Marketing and organized referral marketing. What others say: In the past 20 years, Joe and I have collaborated on many difficult issues. Joe’s ability to combine his expertise with “out of the box” thinking is unsurpassed. He has always delivered quickly, cost effectively and with ingenuity. A brilliant mind that is always a pleasure to work with.” - James R. If you want to learn more about Business901, start a conversation with us. We can be found @ Web/Blog: Business901.com Web/Blog: FundingYourNonprofit.com LinkedIn Profile Follow me on Twitter - Visit Joe Dager's Website |
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John BrennanJohn Brennan Ed.D. Dr. Brennan is President of Interpersonal Development, LLC, a training and development firm. Interpersonal Development has provided sales training and coaching to more than 3,000 sales reps from over 100 companies. A native of Australia, Dr. Brennan received his doctorate from the University of Rochester. His dissertation researched the effectiveness of Behavioral Modeling Technology in training people in interpersonal skills. While he has spent most of his career designing or delivering training, he was also a Vice-President of Sales of a training and development franchise with operations in 25 markets. Dr. Brennan has designed and delivered sales training in North America, Asia, Europe, Australia and the Middle East. He has been a guest speaker at numerous national and regional professional conferences. When Microsoft wanted Best Practices articles on sales for their web site, they called Dr. Brennan. The results are at http://office.microsoft.com/en-us/FX011387391033.aspx His firm’s clients have included Volvo, The Prudential, Merrill Lynch, Eastman Kodak, Gannett, Equifax Europe, the Economist Group and countless small businesses. - Visit John Brennan's Website |
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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