PR A Potent Force for Success
PR A Potent Force for Success
in your ezine, newsletter, offline publication or website.
Only requirement: you must use the Robert A. Kelly
byline and resource box. Word count is 1170 including
guidelines and resource box. Robert A. Kelly © 2006.
PR: A Potent Force For Success
What’s REALLY potent for a business, non-profit or
association manager is public relations’ ability to alter
individual perception leading to changed behaviors.
And then, to persuade those key outside folks to the
manager’s way of thinking, and help move them to take
actions that allow their department, division or subsidiary
to succeed.
Potent because public relations does something positive for
managers about the behaviors of the very outside audiences
of theirs that MOST affect their operation.
And ESPECIALLY appropriate when such potency helps create
the kind of external stakeholder behavior change that leads
directly to achieving those manager’s managerial objectives.
But how potent is it when business, non-profit and association
managers are handed the precise public relations blueprint they
need designed to get all their team members and organizational
colleagues working towards the same external stakeholder
behaviors? Wouldn’t that insure that their PR thrust stays
focused?
Talking about a PR blueprint plan like this one: 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.
Yes, potent’s a pretty darn good word when results like these
start to crop up: a rebound in showroom visits; capital givers
or specifying sources looking your way; new proposals for
strategic alliances and joint ventures; membership applications
on the rise; new feedback channels; community service and
sponsorship opportunities; enhanced activist group relations;
new thoughtleader and special event contacts; 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.
It must be a prime concern to you as to who carries out
this PR plan for you. Just who is going to do the work
anyway? Will it be a regular public relations staff? Or
people sent to you by a higher authority? 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
key audience perception monitoring.
Something to keep your eye on. Simply because a practitioner
describes him/herself as a public relations specialist doesn’t
mean they’ve bought into the whole the program. Assure
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.
Now spend some time reviewing 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? 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?
Now you can use professional survey counsel for the perception
monitoring phases of your program if your budget will allow.
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.
It’s goal-setting time. Here, you do something about the most
serious distortions you discovered during your key audience
perception monitoring. In other words, establish your public
relations goal. And that could be to straighten out that
dangerous misconception, or correct that gross inaccuracy, or
stop that potentially fatal rumor dead in its tracks.
For success, you need a solid strategy, one that clearly
shows you how to proceed. To keep things simple, note that
there are only three strategic options available to you when it
comes to handling a perception and opinion challenge. Change
existing perception, create perception where there may be none,
or reinforce it. Of course, the wrong strategy pick will taste like
week-old cole slaw, so be certain the new strategy fits well
with your new public relations goal. Naturally, you don’t want
to select “change” when the facts dictate a “reinforce” strategy.
Now you need to hit members of your target audience with
a powerful message. But 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.
Check out your message with your communications specialists
to make certain its impact and persuasiveness measure up. Then,
sharpen it before selecting the communications tactics most
likely to carry your message 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 well-known 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.
People will soon request progress reports, which 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.
Difference this time is that you will be watching very carefully
for signs that the bad news perception is being altered in your
direction.
Should program momentum slow, try speeding things up
with more communications tactics and increased frequencies.
By now you know this secret about potent public relations:
the right PR can alter individual perception and lead to changed
behaviors which, in turn, lead directly to achieving 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
PR A Potent Force for Success - 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 1170 including
guidelines and resource box. Robert A. Kelly © 2006.
PR: A Potent Force For Success
What’s REALLY potent for a business, non-profit or
association manager is public relations’ ability to alter
individual perception leading to changed behaviors.
And then, to persuade those key outside folks to the
manager’s way of thinking, and help move them to take
actions that allow their department, division or subsidiary
to succeed.
Potent because public relations does something positive for
managers about the behaviors of the very outside audiences
of theirs that MOST affect their operation.
And ESPECIALLY appropriate when such potency helps create
the kind of external stakeholder behavior change that leads
directly to achieving those manager’s managerial objectives.
But how potent is it when business, non-profit and association
managers are handed the precise public relations blueprint they
need designed to get all their team members and organizational
colleagues working towards the same external stakeholder
behaviors? Wouldn’t that insure that their PR thrust stays
focused?
Talking about a PR blueprint plan like this one: 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.
Yes, potent’s a pretty darn good word when results like these
start to crop up: a rebound in showroom visits; capital givers
or specifying sources looking your way; new proposals for
strategic alliances and joint ventures; membership applications
on the rise; new feedback channels; community service and
sponsorship opportunities; enhanced activist group relations;
new thoughtleader and special event contacts; 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.
It must be a prime concern to you as to who carries out
this PR plan for you. Just who is going to do the work
anyway? Will it be a regular public relations staff? Or
people sent to you by a higher authority? 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
key audience perception monitoring.
Something to keep your eye on. Simply because a practitioner
describes him/herself as a public relations specialist doesn’t
mean they’ve bought into the whole the program. Assure
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.
Now spend some time reviewing 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? 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?
Now you can use professional survey counsel for the perception
monitoring phases of your program if your budget will allow.
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.
It’s goal-setting time. Here, you do something about the most
serious distortions you discovered during your key audience
perception monitoring. In other words, establish your public
relations goal. And that could be to straighten out that
dangerous misconception, or correct that gross inaccuracy, or
stop that potentially fatal rumor dead in its tracks.
For success, you need a solid strategy, one that clearly
shows you how to proceed. To keep things simple, note that
there are only three strategic options available to you when it
comes to handling a perception and opinion challenge. Change
existing perception, create perception where there may be none,
or reinforce it. Of course, the wrong strategy pick will taste like
week-old cole slaw, so be certain the new strategy fits well
with your new public relations goal. Naturally, you don’t want
to select “change” when the facts dictate a “reinforce” strategy.
Now you need to hit members of your target audience with
a powerful message. But 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.
Check out your message with your communications specialists
to make certain its impact and persuasiveness measure up. Then,
sharpen it before selecting the communications tactics most
likely to carry your message 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 well-known 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.
People will soon request progress reports, which 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.
Difference this time is that you will be watching very carefully
for signs that the bad news perception is being altered in your
direction.
Should program momentum slow, try speeding things up
with more communications tactics and increased frequencies.
By now you know this secret about potent public relations:
the right PR can alter individual perception and lead to changed
behaviors which, in turn, lead directly to achieving 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
PR A Potent Force for Success - To learn more about this author, visit Bob Kelly's Website.
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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George LudwigGeorge Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance. Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson. His customized presentations teach achievers to make stunning advances in their lives. From helping salespeople realize cherished dreams to helping corporations exponentially accelerate revenue streams, George Ludwig leaves audiences and individuals empowered, emboldened, and clamoring for more. George is the best-selling author of Power Selling: Seven Strategies for Cracking the Sales Code and Wise Moves: 60 Quick Tips to Improve Your Position in Life & Business. - Visit George Ludwig's Website |
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Dianne CramptonDianne Crampton is an executive leadership coach, team culture consultant, author and president of TIGERS Success Series, Inc. Dianne has been helping CEO's and Executives connect their employees to their core values and goals for over 20 years using the trademarked TIGERS team culture process, which stands for trust, interdependence, genuineness, empathy, risk and success. To download a free white paper on behaviors that build strong teams and behaviors that will predictably tear them down go here. Dianne's contribution to the 2010 Pfeiffer Consulting Journal (an imprint of John Wiley and Sons Publishers) entitled TIGERS Hearted Teams is available in November 2009. Her new book TIGERS Among Us: 5 Winning Business Team Cultures And Why, Three Creeks Publishing will release in March 2010. To receive publishing discounts, subscribe to the free TigerTracks Newsletter here. - Visit Dianne Crampton'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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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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