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