Can your PR do something positive about the behaviorsof those outside audiences that most affect your business,non-profit or association?

Can your PR deliver external stakeholder behavior change -- the kind that leads directly to achieving your managerialobjectives?

Can your PR persuade those important outside folks toyour way of thinking, then move them to take actions thathelp your department, division or subsidiary succeed?

Or does the money you spend on public relations prettymuch buy personnel mentions in the newspaper and productplugs on radio talk shows?

If you want the real thing - the public relations performance described above - start with this reality: people act on theirown perception of the facts before them, which leads topredictable 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 peoplewhose behaviors affect the organization the most, the publicrelations mission is accomplished.

First, look at the results that could come your way. Capitalgivers or specifying sources beginning to look your way;fresh proposals for strategic alliances and joint ventures;prospects interested in doing business with you; membershipapplications on the rise; customers starting to make repeatpurchases; politicians and legislators starting to view you asa key member of the business, non-profit or associationcommunities; welcome bounces in show room visits; higheremployee retention rates, and even community leadersbeginning to seek you out.

If you're a business, non-profit or association manager, andyou're serious about wringing every last benefit out of yourpublic relations budget, here, for starters, are two suggestions:list those outside audiences of yours who behave in ways thathelp or hinder you in achieving your objectives. Then prioritizethem by impact severity. And let's address the target audienceyou decide is number one.

In all likelihood, you haven't gathered data that tells youwhat most members of that key outside audience think aboutyour organization. However, you would have these data ifyou had been regularly sampling those perceptions.

But now, in the absence of a large professional survey budget,you and your colleagues will have to monitor those perceptionsyourselves. Meet with members of that outside audience andinteract by asking questions like "Have you ever met anyonefrom our organization? Was it a satisfactory experience?How much do you know about our services or products?"Watch carefully for negative statements, especially evasive orhesitant replies. And stay alert for false assumptions, untruths, misconceptions, inaccuracies and potentially damaging rumors.You'll need to correct any that you discover because experienceshows they usually lead to negative behaviors.

After correcting such aberrations before they morph into hurtfulbehaviors, you now select the specific perception to be altered,and that becomes your public relations goal.

As luck would have it, a PR goal without a strategy to showyou how to get there, is like pasta without the meat sauce. That'swhy you must select one of three strategies especially designedto create perception or opinion where there may be none, orchange existing perception, or reinforce it. And take care thatyour new goal and the new strategy match each other. After all,you wouldn't want to select "change existing perception"when current perception is just right suggesting a "reinforce"strategy.

Now here's where talent comes in. Your PR team must putthose writing skills to work and prepare a compellingmessage carefully designed to alter your key target audience'sperception, as called for by your public relations goal.

You might think about combining your corrective messagewith another newsworthy announcement of a new product,service or employee - or including it in another presentation-- thus lending credibility by downplaying the correction.

Still, the corrective message must possess clarity. It must beclear about what perception needs clarification or correction,and why. Your facts must be truthful and your position mustbe persuasive, logically explained and believable if it is tohold the attention of members of that target audience, andreally move perception your way.

Actually picking the "beasts of burden" - the tools you willcount on to carry your persuasive new thoughts to the attentionof that external audience - will be the least challenging partof your campaign.

You'll find a huge collection of communications tacticsavailable such as letters-to-the-editor, brochures, press releasesand speeches. Or, possibly radio and newspaper interviews,personal contacts, newsletters, group briefings and many others. But again, be cautious about the tactics you select. Can theydemonstrate a record of reaching the same people as thoseyou call your target stakeholders?

Without any question, the subject of progress will arise. Andyou'll want to be ready for such queries by again monitoringperceptions among your target audience members. But here'sthe difference the second time around. Using questions similarto those used during your earlier monitoring session, you willnow watch carefully for indications that audience perceptionsare beginning to move in your direction. That spells progress.

I should note that we are fortunate in the PR business that wecan always put the pedal to the metal by employing additional communications tactics, AND by increasing their frequencies.

Finally, strive to sharpen your focus on the very groups ofoutside people - your key external stakeholders -- who play amajor role in just how successful a manager you will be.

Then use a workable blueprint such as that outlined at thebeginning of this article. A plan that helps you persuade thoseimportant outside stakeholders to your way of thinking, thenmoves them to take actions that lead to the success of yourdepartment, division or subsidiary.

Please feel free to publish this article and resource boxin your ezine, newsletter, offline publication or website.A copy would be appreciated at bobkelly@TNI.net.

Robert A. Kelly © 2004.

Bob Kelly counsels, writes and speaks to business, non-profit andassociation managers about using the fundamental premise of publicrelations to achieve their operating objectives. 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.

Visit: http://www.prcommentary.com; bobkelly@TNI.net