Managers Why not PR Like This
Managers Why not PR Like This
in your ezine, newsletter, offline publication or website.
Only requirement: you must use the Robert A. Kelly
byline and resource box. Word count is 970 including
guidelines and box. Robert A. Kelly © 2006.
Managers: Why Not PR Like This?
I mean public relations that presumes from the get-go that
the right message, strategy and communications tactics can
change perceptions among each of your business, non-
profit or association audiences. And do so in a way that
produces the behaviors you need to achieve your objectives.
It all comes together when you persuade those important
outside audiences to your way of thinking by doing
something about their perceptions, thus moving many of
them to take actions that help your department, division
or subsidiary succeed.
I believe the Rosetta Stone that allows such “magic” to
happen is the fundamental premise of public relations,
and it looks like this: 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.
And the payoffs can be manifold. Welcome increases in
sales floor activity; customers starting to make repeat
purchases; capital givers and specifying sources showing
up on your doorstep; new suggestions for joint ventures
and strategic alliances; prospects sniffing around; local
thoughtleaders beginning to seek you out, and new
recognition of you and your operation as a key member
of the business, non-profit or association communities.
Meet with the public relations professionals employed by,
or assigned to your unit and get two matters clearly
understood. Make certain they accept the fact that
inaccurate perceptions almost always lead to behaviors
that can hinder your operation. And that they may be
called upon to assist the key target audience perception
monitoring effort.
Because your public relations staff is already in the
perception and behavior business, they really should play
a direct role in the initial opinion monitoring project. You
can always hire a professional survey firm, but that’s the
expensive way to do it. The objective of whoever asks the
questions of members of your target audience is to identify
inaccuracies, false assumptions, untruths, unfounded
rumors, misconceptions and other negativities.
The questioners will query members of that important
outside audience asking them “Do you know anything
about our organization? Are you aware at all of our
products or services? Have you ever had contact with us?
Or have you ever had a problem with our people or
procedures?”
The next task will be to select the newly discovered
negative that could most impact your organization. And
that becomes your public relations goal.
For example, is that misconception a clear and present
danger? Or does that inaccuracy represent an even more
dangerous potential? Or does that unfounded rumor you
turned up look like it could turn into the hottest fire of all?
No one ever reached a public relations goal without a
strategy showing how to reach that goal. Fortunately,
where perception and opinion are concerned, you have
just three strategic choices. Change existing perception,
create perception where there isn’t any, or reinforce that
existing perception.
And please be certain that the strategy you choose fits
well with the new PR goal.
Perhaps the most difficult challenge is preparing the
corrective message to be communicated to your key
stakeholder audience in a manner that will help persuade
them to your way of thinking.
The message needs professional writing, corrective
language, if you will. And this language must be not
merely compelling and persuasive, but clear, factual and
believable if it is to move perception/opinion towards
your point of view and lead to the change in behaviors
you have in mind.
Relatively speaking, the next step is a pleasure. Here,
you identify the means for communicating your message
to your target audience, making certain the tactics you
select are on record as to reaching the same people as those
that make up your particular audience. There are scores
of communications tactics available ranging from speeches,
emails and brochures to media interviews, newsletters and
special events. One caution, how you communicate can
affect the message’s credibility. So it may be more effective
to deliver it in small meetings or events rather than through
high-profile media announcements.
Understandably, those around you will press for indications
that progress is being made. Which calls for a second
perception monitoring go-around with members of your
external audience. You’ll again use many of the same
questions used in your initial benchmark perception
monitoring session. Difference now is that you will be
on the alert and watching closely for signs that the
offending perception is being altered in your direction.
Keep in mind that the effort can always be accelerated by
the addition of more communications tactics and/or, of
course, by increasing their frequencies.
So, Mr/Ms manager, why not PR like this? When you
persuade those important outside audiences to your way
of thinking, then move them to take actions that help your
department, division or subsidiary succeed, you have a
public relations success on your hands.
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
Managers Why not PR Like This - To learn more about this author, visit Bob Kelly's Website.
Like this article? Share it with your friends
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 970 including
guidelines and box. Robert A. Kelly © 2006.
Managers: Why Not PR Like This?
I mean public relations that presumes from the get-go that
the right message, strategy and communications tactics can
change perceptions among each of your business, non-
profit or association audiences. And do so in a way that
produces the behaviors you need to achieve your objectives.
It all comes together when you persuade those important
outside audiences to your way of thinking by doing
something about their perceptions, thus moving many of
them to take actions that help your department, division
or subsidiary succeed.
I believe the Rosetta Stone that allows such “magic” to
happen is the fundamental premise of public relations,
and it looks like this: 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.
And the payoffs can be manifold. Welcome increases in
sales floor activity; customers starting to make repeat
purchases; capital givers and specifying sources showing
up on your doorstep; new suggestions for joint ventures
and strategic alliances; prospects sniffing around; local
thoughtleaders beginning to seek you out, and new
recognition of you and your operation as a key member
of the business, non-profit or association communities.
Meet with the public relations professionals employed by,
or assigned to your unit and get two matters clearly
understood. Make certain they accept the fact that
inaccurate perceptions almost always lead to behaviors
that can hinder your operation. And that they may be
called upon to assist the key target audience perception
monitoring effort.
Because your public relations staff is already in the
perception and behavior business, they really should play
a direct role in the initial opinion monitoring project. You
can always hire a professional survey firm, but that’s the
expensive way to do it. The objective of whoever asks the
questions of members of your target audience is to identify
inaccuracies, false assumptions, untruths, unfounded
rumors, misconceptions and other negativities.
The questioners will query members of that important
outside audience asking them “Do you know anything
about our organization? Are you aware at all of our
products or services? Have you ever had contact with us?
Or have you ever had a problem with our people or
procedures?”
The next task will be to select the newly discovered
negative that could most impact your organization. And
that becomes your public relations goal.
For example, is that misconception a clear and present
danger? Or does that inaccuracy represent an even more
dangerous potential? Or does that unfounded rumor you
turned up look like it could turn into the hottest fire of all?
No one ever reached a public relations goal without a
strategy showing how to reach that goal. Fortunately,
where perception and opinion are concerned, you have
just three strategic choices. Change existing perception,
create perception where there isn’t any, or reinforce that
existing perception.
And please be certain that the strategy you choose fits
well with the new PR goal.
Perhaps the most difficult challenge is preparing the
corrective message to be communicated to your key
stakeholder audience in a manner that will help persuade
them to your way of thinking.
The message needs professional writing, corrective
language, if you will. And this language must be not
merely compelling and persuasive, but clear, factual and
believable if it is to move perception/opinion towards
your point of view and lead to the change in behaviors
you have in mind.
Relatively speaking, the next step is a pleasure. Here,
you identify the means for communicating your message
to your target audience, making certain the tactics you
select are on record as to reaching the same people as those
that make up your particular audience. There are scores
of communications tactics available ranging from speeches,
emails and brochures to media interviews, newsletters and
special events. One caution, how you communicate can
affect the message’s credibility. So it may be more effective
to deliver it in small meetings or events rather than through
high-profile media announcements.
Understandably, those around you will press for indications
that progress is being made. Which calls for a second
perception monitoring go-around with members of your
external audience. You’ll again use many of the same
questions used in your initial benchmark perception
monitoring session. Difference now is that you will be
on the alert and watching closely for signs that the
offending perception is being altered in your direction.
Keep in mind that the effort can always be accelerated by
the addition of more communications tactics and/or, of
course, by increasing their frequencies.
So, Mr/Ms manager, why not PR like this? When you
persuade those important outside audiences to your way
of thinking, then move them to take actions that help your
department, division or subsidiary succeed, you have a
public relations success on your hands.
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
Managers Why not PR Like This - To learn more about this author, visit Bob Kelly's Website.
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