Powering Up Managerial PR
Powering Up Managerial PR
in your ezine, newsletter, offline publication or website.
A copy would be appreciated at bobkelly@TNI.net.
Word count is 1240 including guidelines and resource box.
Robert A. Kelly © 2006.
Powering Up Managerial PR
For many managers, talking about how to power up
managerial public relations means talking about favored
communications tactics such as press releases, broadcast
plugs, special events and brochures. Tactical devices
which, as a manager, you may call upon from time to time
to simply move a message from here to there.
Of course, calling them just that – tactical devices – does
avoid confusing them with the broader, more comprehensive
mission known as public relations.
A mission which, compared to a tactical orientation, instead
assembles the resources and action planning needed to alter
individual perception leading to changed behaviors among
a business, government agency, non-profit, or association’s
most important outside audiences. Then goes on to help
managers persuade those key folks to their way of thinking,
and move them to take actions that allow their department,
group, division or subsidiary to succeed.
In brief, and building on the tactical base, what such an
approach to public relations does, is power up managerial
PR by creating the kind of external stakeholder behavior
change that leads directly to achieving those managerial
objectives of yours. Then it persuades those key outside
folks to your way of thinking by helping move audience
members to take actions that help your unit get to where
it wants to go.
Before long, all concerned will notice that the reality
implicit in PR’s underlying premise is that good public
relations planning really CAN alter individual
perception and result in changed behaviors among key
outside audiences.
But what about that underlying premise? Spend a moment
digesting it and see if it fits your style: 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.
Results will appear sooner rather than later: new prospects
actually start to do business with you; community leaders
begin to seek you out; capital givers or specifying sources
begin to look your way; customers start to make repeat
purchases; politicians and legislators begin looking at you
as a key member of the business, non-profit or association
communities; welcome bounces in show room visits occur;
new proposals for strategic alliances and joint ventures
start showing up; and membership applications start to rise.
Your PR people need to analyze and input your plans for
monitoring and gathering perceptions by questioning
members of your most important outside audiences. Suggest
queries along these lines: 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?
You’ll be best served by looking first to your PR staff to
manage your data gathering activity. But, take the time to
satisfy yourself that they really accept why it’s SO important
to know how your most important outside audiences perceive
your operations, products or services. Be sure they believe
that perceptions almost always result in behaviors that can
help or hurt your operation.
If you ask a survey firm to handle your data gathering work,
the cost could be substantial. Alternatively, using those PR
folks of yours in that monitoring capacity could be a much
better choice as they are already in the perception and
behavior business. But 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.
A clearcut and realistic PR goal is an absolute necessity.
It must call for action on the most serious problem areas you
uncovered during your key audience perception monitoring.
You may, for example, decide to straighten out that dangerous
misconception, bring to an end that potentially painful
rumor, or correct that awful inaccuracy.
In like manner, establishing the right action-oriented
strategy will show you how to get to where you’re going.
Truth is, you have just three strategic options available
to you when it comes to doing something about
perception and opinion: change existing perception,
create perception where there may be none, or reinforce
it. Needless to say, the wrong strategy pick will taste like
marinara sauce on your grilled squab and chicory salad.
So be sure your new strategy fits well with your new
public relations goal. You certainly don’t want to pursue
“change” when the facts dictate a strategy of reinforcement.
Now you must move your key audience to your way
of thinking. Which means you’re going to have to write
a persuasive message. Ask the best writer on your team
to get ready to prepare a carefully-written message
targeted directly at your key external audience. S/he
must produce some really corrective language that
is not merely 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 have in mind.
To carry your message to the attention of your target
audience, you’ll need carefully selected
communications tactics, and there are many such
available. From speeches, facility tours, emails and
brochures to consumer briefings, media interviews,
newsletters, personal meetings and many others. But
be certain that the tactics you pick are known to reach
folks just like your audience members.
By the way, because a message’s credibility is always
fragile and often suspect, depending on the method by
which it was delivered, you may wish initially to
unveil your corrective message before smaller meetings
rather than using higher profile news releases or
broadcast announcements.
How will you demonstrate how the monies spent on
public relations can pay off? Progress reports, of course.
But they’ll also be your alert to start a second perception
monitoring session with members of your external
audience. Here, you’ll use many of the same questions
used in the benchmark interviews. Only difference now
is, you will be on strict alert for signs that the bad news
perception is being altered in your direction.
Should you detect a modest slowing in activity, you can
always add more communications tactics, and/or increase
their frequencies to address that problem.
Thus, powering up managerial PR is best accomplished
by (1) creating the kind of external stakeholder behavior
change that leads directly to achieving those managerial
objectives of yours. And (2) supported by a high-impact
PR action plan focused on your key external audiences,
and designed to deliver the very best 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
230 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:www.PRCommentary.com
Powering Up Managerial PR - 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.
A copy would be appreciated at bobkelly@TNI.net.
Word count is 1240 including guidelines and resource box.
Robert A. Kelly © 2006.
Powering Up Managerial PR
For many managers, talking about how to power up
managerial public relations means talking about favored
communications tactics such as press releases, broadcast
plugs, special events and brochures. Tactical devices
which, as a manager, you may call upon from time to time
to simply move a message from here to there.
Of course, calling them just that – tactical devices – does
avoid confusing them with the broader, more comprehensive
mission known as public relations.
A mission which, compared to a tactical orientation, instead
assembles the resources and action planning needed to alter
individual perception leading to changed behaviors among
a business, government agency, non-profit, or association’s
most important outside audiences. Then goes on to help
managers persuade those key folks to their way of thinking,
and move them to take actions that allow their department,
group, division or subsidiary to succeed.
In brief, and building on the tactical base, what such an
approach to public relations does, is power up managerial
PR by creating the kind of external stakeholder behavior
change that leads directly to achieving those managerial
objectives of yours. Then it persuades those key outside
folks to your way of thinking by helping move audience
members to take actions that help your unit get to where
it wants to go.
Before long, all concerned will notice that the reality
implicit in PR’s underlying premise is that good public
relations planning really CAN alter individual
perception and result in changed behaviors among key
outside audiences.
But what about that underlying premise? Spend a moment
digesting it and see if it fits your style: 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.
Results will appear sooner rather than later: new prospects
actually start to do business with you; community leaders
begin to seek you out; capital givers or specifying sources
begin to look your way; customers start to make repeat
purchases; politicians and legislators begin looking at you
as a key member of the business, non-profit or association
communities; welcome bounces in show room visits occur;
new proposals for strategic alliances and joint ventures
start showing up; and membership applications start to rise.
Your PR people need to analyze and input your plans for
monitoring and gathering perceptions by questioning
members of your most important outside audiences. Suggest
queries along these lines: 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?
You’ll be best served by looking first to your PR staff to
manage your data gathering activity. But, take the time to
satisfy yourself that they really accept why it’s SO important
to know how your most important outside audiences perceive
your operations, products or services. Be sure they believe
that perceptions almost always result in behaviors that can
help or hurt your operation.
If you ask a survey firm to handle your data gathering work,
the cost could be substantial. Alternatively, using those PR
folks of yours in that monitoring capacity could be a much
better choice as they are already in the perception and
behavior business. But 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.
A clearcut and realistic PR goal is an absolute necessity.
It must call for action on the most serious problem areas you
uncovered during your key audience perception monitoring.
You may, for example, decide to straighten out that dangerous
misconception, bring to an end that potentially painful
rumor, or correct that awful inaccuracy.
In like manner, establishing the right action-oriented
strategy will show you how to get to where you’re going.
Truth is, you have just three strategic options available
to you when it comes to doing something about
perception and opinion: change existing perception,
create perception where there may be none, or reinforce
it. Needless to say, the wrong strategy pick will taste like
marinara sauce on your grilled squab and chicory salad.
So be sure your new strategy fits well with your new
public relations goal. You certainly don’t want to pursue
“change” when the facts dictate a strategy of reinforcement.
Now you must move your key audience to your way
of thinking. Which means you’re going to have to write
a persuasive message. Ask the best writer on your team
to get ready to prepare a carefully-written message
targeted directly at your key external audience. S/he
must produce some really corrective language that
is not merely 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 have in mind.
To carry your message to the attention of your target
audience, you’ll need carefully selected
communications tactics, and there are many such
available. From speeches, facility tours, emails and
brochures to consumer briefings, media interviews,
newsletters, personal meetings and many others. But
be certain that the tactics you pick are known to reach
folks just like your audience members.
By the way, because a message’s credibility is always
fragile and often suspect, depending on the method by
which it was delivered, you may wish initially to
unveil your corrective message before smaller meetings
rather than using higher profile news releases or
broadcast announcements.
How will you demonstrate how the monies spent on
public relations can pay off? Progress reports, of course.
But they’ll also be your alert to start a second perception
monitoring session with members of your external
audience. Here, you’ll use many of the same questions
used in the benchmark interviews. Only difference now
is, you will be on strict alert for signs that the bad news
perception is being altered in your direction.
Should you detect a modest slowing in activity, you can
always add more communications tactics, and/or increase
their frequencies to address that problem.
Thus, powering up managerial PR is best accomplished
by (1) creating the kind of external stakeholder behavior
change that leads directly to achieving those managerial
objectives of yours. And (2) supported by a high-impact
PR action plan focused on your key external audiences,
and designed to deliver the very best 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
230 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:www.PRCommentary.com
Powering Up Managerial PR - To learn more about this author, visit Bob Kelly's Website.
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