This is the Power of PR
This is the Power of PR
in your ezine, newsletter, offline publication or website.
Only requirement: you must use the Robert A. Kelly
byline and resource box. Word count is 1085 including
guidelines and box. Robert A. Kelly © 2006.
This is the Power of PR
The power of public relations is its ability to alter individual
perception, resulting in changed behaviors that lead directly
to your organization’s success.
Its power really lies in doing something positive about the
behaviors of a business, non-profit or association manager’s
important outside audiences – behaviors that MOST affect
his or her operation.
That’s how external stakeholder behaviors are created that
help achieve managerial objectives. In particular when
managers persuade those key outside folks to their way of
thinking, then move them to take actions that help the
manager’s department, division or subsidiary succeed.
A basic public relations blueprint 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.
So, two key messages radiating from that fundamental premise
are (1) your public relations effort must involve more than
special events, brochures and news releases if you really want
to get your money’s worth, and (2), the right PR really CAN
alter individual perception and lead to changed behaviors that
help you succeed!
A variety of results can flow from this managerial approach to
public relations. It can generate follow-on activity like customers
making repeat purchases; stronger relationships with the
educational, labor, financial and healthcare communities;
improved relations with government agencies and legislative
bodies; prospects starting to work with you, and even capital
givers or specifying sources looking your way
You can even see results such as community service and
sponsorship opportunities; new proposals for strategic alliances
and joint ventures; enhanced activist group relations, and
expanded feedback channels; rebounds in showroom visits;
and membership applications on the rise, not to mention new
thoughtleader and special event contacts.
Because those kinds of results can be expected from such a
high-impact blueprint, your PR staff – agency or staff –
must be committed to you, as the senior project manager,
to the PR blueprint and its implementation, starting with
target audience perception monitoring.
Certainly you agree that your most important outside
audiences really must perceive your operations, products or
services in a positive light if you are to succeed. So be certain
that your PR staff is completely onboard for the whole effort.
Be especially careful that they accept the reality that perceptions
almost always lead to behaviors that can help or hurt your
unit.
Review the PR blueprint in detail, especially the 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?
The perception monitoring phases of your program can
obviously be handled by professional survey people IF the
budget is there. But you can always choose to use your PR
people who 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.
Let’s talk about the public relations goal. You need one
that addresses the aberrations that cropped up during your
key audience perception monitoring. In all probability, it
will aim to straighten out that dangerous misconception,
or correct that gross inaccuracy, or do something about
that hurtful rumor.
Of course, when you set a goal, you need a strategy that
shows you how to get there. You have three strategic
choices when it comes to handling a perception or opinion
challenge: create perception where there may be none,
change the perception, or reinforce it. A bad strategy pick
will taste like ketchup on your pecan pie, so be certain the
new strategy fits well with your new public relations goal.
For example, you don’t want to select “change” when the
facts dictate a “reinforce” strategy.
Here’s some really hard work for your PR team, because they
now must come up with some carefully targeted, corrective
language. Words that are compelling, persuasive and
believable AND clear and factual. You must do this if you
are to correct a perception by shifting opinion towards your
point of view, leading to the desired behaviors.
After going over your message for impact and persuasiveness
with your communications specialists, work with them to select
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.
Taking no chances with the time-honored warning that the
credibility of a message can depend on how it’s delivered,
consider introducing it to smaller gatherings rather than using
higher-profile tactics such as news releases or talk show
appearances.
When the calls for progress reports get loud enough, you
can respond by returning to the field with your PR folks for a
second perception monitoring session with members of
your external audience. Using many of the same questions
used in the first benchmark session, you’ll now be alert
for signs that the bad news perception is being altered in
your direction.
Should things slow down, you can always accelerate matters
by using more communications tactics along with increased
frequencies.
In this way, you employ the unique power of public relations
in just the right way. You alter individual perception,
resulting in changed behaviors that lead directly to your
organization’s success.
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
This is the Power of 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.
Only requirement: you must use the Robert A. Kelly
byline and resource box. Word count is 1085 including
guidelines and box. Robert A. Kelly © 2006.
This is the Power of PR
The power of public relations is its ability to alter individual
perception, resulting in changed behaviors that lead directly
to your organization’s success.
Its power really lies in doing something positive about the
behaviors of a business, non-profit or association manager’s
important outside audiences – behaviors that MOST affect
his or her operation.
That’s how external stakeholder behaviors are created that
help achieve managerial objectives. In particular when
managers persuade those key outside folks to their way of
thinking, then move them to take actions that help the
manager’s department, division or subsidiary succeed.
A basic public relations blueprint 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.
So, two key messages radiating from that fundamental premise
are (1) your public relations effort must involve more than
special events, brochures and news releases if you really want
to get your money’s worth, and (2), the right PR really CAN
alter individual perception and lead to changed behaviors that
help you succeed!
A variety of results can flow from this managerial approach to
public relations. It can generate follow-on activity like customers
making repeat purchases; stronger relationships with the
educational, labor, financial and healthcare communities;
improved relations with government agencies and legislative
bodies; prospects starting to work with you, and even capital
givers or specifying sources looking your way
You can even see results such as community service and
sponsorship opportunities; new proposals for strategic alliances
and joint ventures; enhanced activist group relations, and
expanded feedback channels; rebounds in showroom visits;
and membership applications on the rise, not to mention new
thoughtleader and special event contacts.
Because those kinds of results can be expected from such a
high-impact blueprint, your PR staff – agency or staff –
must be committed to you, as the senior project manager,
to the PR blueprint and its implementation, starting with
target audience perception monitoring.
Certainly you agree that your most important outside
audiences really must perceive your operations, products or
services in a positive light if you are to succeed. So be certain
that your PR staff is completely onboard for the whole effort.
Be especially careful that they accept the reality that perceptions
almost always lead to behaviors that can help or hurt your
unit.
Review the PR blueprint in detail, especially the 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?
The perception monitoring phases of your program can
obviously be handled by professional survey people IF the
budget is there. But you can always choose to use your PR
people who 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.
Let’s talk about the public relations goal. You need one
that addresses the aberrations that cropped up during your
key audience perception monitoring. In all probability, it
will aim to straighten out that dangerous misconception,
or correct that gross inaccuracy, or do something about
that hurtful rumor.
Of course, when you set a goal, you need a strategy that
shows you how to get there. You have three strategic
choices when it comes to handling a perception or opinion
challenge: create perception where there may be none,
change the perception, or reinforce it. A bad strategy pick
will taste like ketchup on your pecan pie, so be certain the
new strategy fits well with your new public relations goal.
For example, you don’t want to select “change” when the
facts dictate a “reinforce” strategy.
Here’s some really hard work for your PR team, because they
now must come up with some carefully targeted, corrective
language. Words that are compelling, persuasive and
believable AND clear and factual. You must do this if you
are to correct a perception by shifting opinion towards your
point of view, leading to the desired behaviors.
After going over your message for impact and persuasiveness
with your communications specialists, work with them to select
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.
Taking no chances with the time-honored warning that the
credibility of a message can depend on how it’s delivered,
consider introducing it to smaller gatherings rather than using
higher-profile tactics such as news releases or talk show
appearances.
When the calls for progress reports get loud enough, you
can respond by returning to the field with your PR folks for a
second perception monitoring session with members of
your external audience. Using many of the same questions
used in the first benchmark session, you’ll now be alert
for signs that the bad news perception is being altered in
your direction.
Should things slow down, you can always accelerate matters
by using more communications tactics along with increased
frequencies.
In this way, you employ the unique power of public relations
in just the right way. You alter individual perception,
resulting in changed behaviors that lead directly to your
organization’s success.
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
This is the Power of PR - To learn more about this author, visit Bob Kelly's Website.
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John PowerJohn Power, founder of Biltmore Franchise Consulting, has extensive experience developing and marketing franchises and business opportunities. He has been in and around franchising for over twenty years. From 1980 through 1990 he conceptualized, organized, and developed the American Video Association. He grew AVA to 2,000 national members, before selling the company it 1990. It was later merged into another home video marketing company. From 2000 to 2005 he worked as a contract marketing and human resources consultant to several local and national companies. In 2005 Mr. Power began working as a franchise development consultant on a full-time basis. Since that time he has helped more than three dozen companies initiate and develop their franchising program. He notes that there are many companies interested in developing a franchise program, and who need his specialized assistance. Mr. Power is a “hands-on” franchise consultant. He said, “I am the ‘nuts and bolts’ person who tends to the details for my clients.” Mr. Power holds a B.S. degree with a major in Marketing. See: www.biltmorefranchise.com You may contact Mr. Power at: jpower@biltmorefranchise.co - Visit John Power'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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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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