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Use Every Weapon You Have
Written by: Bob KellyArticle Overview: A note of assurance: people in your area really do behave like everyone else -- they take actions based on their perceptions of the facts they hear about you and your organization.
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Use Every Weapon You Have
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Use Every Weapon You Have
One of the strongest weapons available allows business,
non-profit and association managers to begin changing the
behaviors of their key external audiences in ways that
lead directly to achieving their primary operating objectives.
The name of that weapon? The fundamental premise of
public relations: 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.
In short, people in your operating areas really do behave
like everyone else – they take actions based on their
perceptions of the facts they hear about you and your
organization.
So, you need to deal promptly and effectively with those
perceptions by using every weapon at your disposal to
reach them with the right message. Your job is to
persuade your stakeholders to your way of thinking and
move them to take actions that lead to the success of
your organization.
Here are typical behavior changes you might aim for.
More frequent repeat purchases; increased membership
applications or contributions; more prospects sniffing
around; suppliers working harder than ever to expand their
relationship with you, and elected officials starting to count
you among the movers and shakers whose opinions they
need to start taking seriously.
This public relations action checklist can help you make it
happen: You need to list your outside audiences and
prioritize them by the severity of their impacts on your
organization.
Then, monitor the perceptions of members of the key target
audience by interacting with them and asking lots of
questions. Other important outside audiences will need
similar attention.
Use the data you collect to establish your public relations
goal. For example, correct that inaccuracy, clarify that
misconception or spike that damaging rumor.
To reach that goal, you need a strategy to show you how
to get there. Select from three: change existing perception,
create perception/opinion where none exists, or reinforce
existing perception. And make certain the strategy you
select fits your public relations goal.
Now, you must prepare a message designed to alter
perception among members of that target audience. It
must be crystal-clear about what it intends to correct,
clarify or change, and it must be persuasive and
compelling – all at the same time! Above all, as your
message makes the case for your point of view, it must
be believable.
A daunting assignment for sure – alter what a lot of
people have come to believe. It’s a big job, but worth
the effort.
Now, you must deliver your message to the eyes and ears
of members of that key target audience. And
communications tactics will help you do it. The choice is
broad and includes tactics such as customer or member
briefings, brochures, press releases and radio/newspaper
interviews as well as newsletters, speeches, facility tours
and many more.
Just be sure that the tactics you choose, have a proven
record of reaching people like the members of your audience.
How will you know if you’re making any headway? By
re-monitoring perceptions among, and asking more
questions of those same audience members. This time,
however, you watch closely for clear evidence that
perceptions are being altered as you planned.
You can always speed things up by using additional
communications tactics, and by increasing their frequencies.
Remember that you are using one of the strongest
weapons available to any business, non-profit, public entity
or association. Namely, the process for changing behaviors
of their key external audiences in ways that lead directly
to achieving their primary operating 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. Kelly
holds a bachelor of science degree from Columbia University,
major in public relations.
mailto:bobkelly@TNI.net Visit:http://www.prcommentary.com
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