| business, non-profit or association manager, let the | | | | The truth of the matter is, you can meet that goal only |
| tacticians handle the special events, brochures and | | | | when you select the right strategy from the three |
| press releases from now on. | | | | choices available to you. Change existing perception, |
| You have better things to do. Like demanding the real | | | | create perception where there may be none, or |
| results you’re entitled to, and for which | | | | reinforce it. Picking the wrong strategy is about as cool |
| you’ve paid good money! Results, that is, that | | | | as using cajun spices in your Tiramasu! So please be |
| will come about when you do something positive about | | | | certain the new strategy fits comfortably with your |
| the behaviors of those important external audiences of | | | | new public relations goal. You wouldn’t want to |
| yours that most affect your operation. In particular, | | | | select “change” when the facts dictate |
| when you persuade those key outside folks to your | | | | a “reinforce” strategy. |
| way of thinking, then help move them to take actions | | | | Some regard this as the toughest part of the job -- |
| that allow your department, division or subsidiary to | | | | create a persuasive message aimed at members of |
| succeed. In other words, good public relations can alter | | | | your target audience. Yes, it’s always a |
| individual perception and lead to changed behaviors | | | | challenge to put together action-forcing language that |
| among key outside audiences. And that can help | | | | will help persuade any audience to your way of |
| business, non-profit and association managers like you, | | | | thinking. |
| achieve their managerial objectives. | | | | And so, since s/he must create that very special, |
| How do I know? Because people act on their own | | | | corrective language, be certain you have your best |
| perception of the facts before them, which leads to | | | | writer on the assignment. You need words that are |
| predictable behaviors about which something can be | | | | not only compelling, persuasive and believable, but clear |
| done. When we create, change or reinforce that | | | | and factual if they are to shift perception/opinion |
| opinion by reaching, persuading and | | | | towards your point of view and lead to the behaviors |
| moving-to-desired-action the very people whose | | | | you desire. |
| behaviors affect the organization the most, the public | | | | From here on in, things get easier. For example, identify |
| relations mission is accomplished. | | | | the communications tactics you need to carry your |
| Luckily, here’s what can materialize from this | | | | message to the attention of your target audience. |
| approach: prospects starting to work with you; capital | | | | Insuring that the tactics you select have a record of |
| givers or specifying sources beginning to look your | | | | reaching folks like your audience members, you can |
| way; welcome bounces in show room visits; | | | | pick from dozens that are available. From speeches, |
| membership applications on the rise; customers starting | | | | facility tours, emails and brochures to consumer |
| to make repeat purchases; fresh proposals for | | | | briefings, media interviews, newsletters, personal |
| strategic alliances and joint ventures; community | | | | meetings and many others. |
| leaders beginning to seek you out, and even politicians | | | | Stay alert to the fact that the credibility of the |
| and legislators starting to view you as a key member | | | | message can be dependent on the credibility of its |
| of the business, non-profit or association communities. | | | | delivery method. Which means you may wish to |
| Clearly, your first priority will be involving your public | | | | deliver it in small getogether-like meetings and |
| relations people by getting them on board this particular | | | | presentations rather than through a higher- profile |
| approach to PR. They must buy into why it’s | | | | media announcement. |
| so important to know how your outside audiences | | | | When you receive requests for progress reports, |
| perceive your operations, products or services. Be | | | | consider yourself alerted to the need for you and your |
| especially certain they accept the reality that negative | | | | PR team to undertake a second perception monitoring |
| perceptions almost always lead to behaviors that can | | | | session with members of your external audience. |
| damage your organization. | | | | You’ll want to use many of the same questions |
| Take the time necessary to lay out how you will | | | | used in the first benchmark session. But now, you will |
| monitor and gather perceptions by questioning | | | | be watching very carefully for signs that the bad news |
| members of your most important outside audiences. | | | | perception is being altered in your direction. |
| Questions like these: how much do you know about | | | | Don’t fret if things seem to be slowing down. |
| our organization? Have you had prior contact with us | | | | Your PR program usually can be accelerated by |
| and were you pleased with the interchange? How | | | | adding more communications tactics as well as |
| much do you know about our services or products | | | | increasing their frequencies. |
| and employees? Have you experienced problems with | | | | When all is said and done, the bottom line is, this |
| our people or procedures? | | | | workable public relations blueprint will help you |
| Take comfort from the fact that your PR people are | | | | persuade your most important outside stakeholders to |
| already in the perception and behavior business and | | | | your way of thinking, then move them to behave in a |
| can be of real use for the initial opinion monitoring | | | | way that leads to the success of your department, |
| project. Professional survey firms are always available, | | | | division or subsidiary. |
| of course, but that can be a budget buster. But, | | | | So, stop doing public relations the hard way. |
| whether it’s your people or a survey firm who | | | | The public relations rules that will best serve any |
| handles the questioning, the objective is to identify | | | | business, non-profit or association manager, read this |
| untruths, false assumptions, unfounded rumors, | | | | way: the people you deal with do, in fact, behave like |
| inaccuracies, and misconceptions. | | | | everyone else – they act upon their perceptions |
| Now, you identify which of the problems outlined | | | | of the facts they hear about you and your operation. |
| above becomes your corrective public relations goal | | | | Strongly suggesting that you deal promptly and |
| – clarify the misconception, spike that rumor, | | | | effectively with those perceptions by doing what is |
| correct the false assumption or fix a variety of other | | | | necessary to reach and move your key external |
| possible inaccuracies? | | | | audiences to actions you desire. |