| For some, public relations works well when | | | | Because experience shows they usually lead to |
| their news release or special event winds up | | | | negative behaviors, the objective is to |
| in the newspaper or on the radio.For others, | | | | correct any of the above you encounter.Now, |
| public relations works best when it does | | | | you're ready to select the specific |
| something positive about the behaviors of | | | | perception to be altered, and that becomes |
| outside audiences that affect their | | | | your public relations goal.Of course a PR |
| operations the most. I like this approach | | | | goal without a strategy to show you HOW to |
| because a business, non-profit or association | | | | reach it, is like a cheeseburger without the |
| manager can use the fundamental premise of | | | | ketchup. That's why you now pick one of three |
| public relations to deliver key stakeholder | | | | strategies designed to create perception or |
| behavior change - the kind that leads | | | | opinion where there may be none, or change |
| directly to achieving a manager's | | | | existing perception, or reinforce it. The |
| objectives.What fundamental premise of public | | | | challenge here (a small one) is to insure |
| relations am I talking about here, and how | | | | that the goal and its strategy match each |
| can you put it to good use persuading those | | | | other. You wouldn't want to select "change |
| important outside folks to your way of | | | | existing perception" when current perception |
| thinking, then move them to take actions that | | | | is just right suggesting a "reinforce" |
| help your department, division or subsidiary | | | | strategy.Flexing your PR muscle, it's your |
| succeed?"People act on their own perception | | | | writer's turn to prepare a compelling message |
| of the facts before them, which leads to | | | | carefully designed to alter your key target |
| predictable behaviors about which something | | | | audience's perception, as called for by your |
| can be done. When we create, change or | | | | public relations goal.Remember that it may be |
| reinforce that opinion by reaching, | | | | advisable to blend in your corrective message |
| persuading and moving-to-desired-action the | | | | with a presentation, or a newsworthy |
| very people whose behaviors affect the | | | | announcement of a new product, service or |
| organization the most, the public relations | | | | employee, which may lend more credibility by |
| mission is accomplished."A simple plan that | | | | not overemphasizing the correction.Clarity is |
| gets everyone working towards the same | | | | the watchword with regard to what perception |
| external audience behaviors insuring that | | | | needs clarification or correction, and why. |
| your public relations effort stays on | | | | Your facts must be truthful and your position |
| track.By the way, I'm talking about changes | | | | must be logically explained and believable if |
| in behavior like welcome bounces in showroom | | | | it is to hold the attention of members of |
| visits, community leaders beginning to seek | | | | that target audience, and actually move |
| you out; membership applications on the rise, | | | | perception in your direction. In other words, |
| customers starting to make repeat purchases; | | | | your message must be compelling.Now you |
| organizations proposing strategic alliances | | | | select your communications tactics, the |
| and joint ventures; waves of prospects | | | | "beasts of burden" you will harness to carry |
| starting to do business with you; new | | | | your persuasive new thoughts to the attention |
| inquiries about strategic alliances; | | | | of your outside target audience.Your |
| politicians and legislators starting to view | | | | potential tactics list is ample, to say the |
| you as a key member of the business, | | | | least. It includes letters-to-the-editor, |
| non-profit or association communities; higher | | | | brochures, press releases and speeches. Or, |
| employee retention rates and even capital | | | | you might select radio and newspaper |
| givers or specifying sources beginning to | | | | interviews, personal contacts, facility tours |
| look your way.Meet with your PR team and take | | | | or customer briefings. There are scores |
| the time to list those outside audiences of | | | | available with the only selection requirement |
| yours who behave in ways that help or hinder | | | | being that those you choose have a record of |
| you in achieving your objectives. Then | | | | reaching people just like your target |
| prioritize them by how badly they impact you, | | | | audience members.Before long, questions will |
| and start working with the target audience | | | | be raised as to how much progress is being |
| that heads your list.First challenge? You're | | | | made. By which time, you'll be hard at work |
| not certain just how most members of that key | | | | remonitoring target audience member |
| outside audience perceive your | | | | perceptions. Using questions similar to those |
| organization.Because there's a good chance | | | | used during your earlier monitoring session, |
| you can't afford professional survey work, | | | | you will now look carefully for indications |
| you and your PR colleagues (don't worry, | | | | that audience perceptions are beginning to |
| they'll be quite familiar with perception and | | | | move in the direction you have in mind.By |
| behavior matters) must monitor those | | | | adding more communications tactics, |
| perceptions yourself.Ask members of that | | | | increasing their frequencies or fine tuning |
| outside audience questions like "Have you | | | | your message, you can always move things |
| ever had contact with anyone from our | | | | along at a faster clip.Leaving tactics to do |
| organization? Was it a satisfactory | | | | what they do best, carry messages, what |
| experience? Are you familiar with our | | | | should come first is an aggressive public |
| services or products?" Stay alert to negative | | | | relations plan like that outlined above that |
| statements, especially evasive or hesitant | | | | targets key stakeholder behavior change |
| replies, and especially for false | | | | leading directly to achieving your |
| assumptions, untruths, misconceptions, | | | | department, division or subsidiary |
| inaccuracies and potentially damaging rumors. | | | | objectives. |