Public relations changes minds in the process of delivering what business, non-profit and association managers needmore than almost anything else - the kind of key stakeholderbehavior change that leads directly to achieving their managerial objectives.
It happens when the right kind of public relations altersindividual perception, thus doing something positive about the behaviors of those outside folks that MOST affect a manager's organization.
Minds end up changed when managers follow a blueprint something like this: people act on their own perception ofthe facts before them, which leads to predictable behaviorsabout which something can be done. When we create,change or reinforce that opinion by reaching, persuadingand moving-to-desired-action the very people whosebehaviors affect the organization the most, the publicrelations mission is usually accomplished.
Sure, as a manager, your goal is to show a profit for yourbusiness unit, or meet certain expectations of yourassociation membership, or achieve your non-profit's operating objectives. A blueprint like this can make itclear to you that the right public relations really CANalter outside audience perception and lead to the kind ofbehaviors that help any manager win.
The payout for the manager can be very satisfying. Forinstance, prospects reappearing; customers making repeatpurchases; rebounds in showroom visits; new proposalsfor strategic alliances and joint ventures; membershipapplications on the rise; new community service and sponsorshipopportunities; enhanced activist group relations, and expandedfeedback channels, not to mention capital givers or specifyingsources looking your way.
But you need a quality PR team behind you, one that pursues more than special events, brochures and newsreleases as you seek your PR money's worth. The reasonbeing, you want your most important outside audiencesto really perceive your operations, products or services in apositive light. So be certain that your PR staff has boughtinto the whole effort. Convince yourself that they accept thereality that perceptions almost always lead to behaviorsthat can help or hurt your unit.
Talk with your public relations people about how you willgather and monitor perceptions by questioning members ofyour most important outside audiences. Questions likethese: how much do you know about our organization?How much do you know about our services or productsand employees? Have you had prior contact with us andwere you pleased with the how things went? Have youexperienced problems with our people or procedures?
The perception monitoring phases of your program canalways be handled by professional survey people IF thebudget is available. However, you are fortunate that yourown PR people are also in the perception and behaviorbusiness and can pursue the same objective: identifyuntruths, false assumptions, unfounded rumors, inaccuracies, misconceptions and any other negative perception thatmight translate into hurtful behaviors.
Now, you'll need to spend some time considering whatthe goal of this activity should be. You need one thataddresses the problems that cropped up during your keyaudience perception monitoring. Chances are, it will callfor straightening out that dangerous misconception, orcorrecting that gross inaccuracy, or doing something aboutthat damaging rumor.
Obviously you'll need the right strategy to show you howto reach that goal. But you have just three strategic choiceswhen it comes to handling a perception or opinion challenge:create perception where there may be none, change theperception, or reinforce it. Unfortunately, selecting a badstrategy will taste like mint sauce on your eggs Benedict, so be certain the new strategy fits well with your new publicrelations goal. For example, you don't want to select "change"when the facts dictate a "reinforce" strategy.
Preparing the right, corrective language is a must. Especiallywhen you need to persuade an audience to your way ofthinking. You need words that are compelling, persuasive, believable AND clear and factual. This really is a must ifyou are to correct a perception by shifting opinion towardsyour point of view, leading to your desired behaviors. So,meet again with your communications specialists and reviewyour message for impact and persuasiveness.
Here, you need vehicles certain to carry your words to theattention of your target audience, so you select thecommunications tactics most likely to reach them. Happilythere are dozens of available tactics. From speeches,facility tours, emails and brochures to consumer briefings,media interviews, newsletters, personal meetings and manyothers. Just be sure that the tactics you pick are known toreach folks just like your audience members.
Here's an alert: because the credibility of your message candepend on its delivery method, consider introducing it tosmaller gatherings rather than using higher-profilecommunications such as news releases or talk show appearances.
In due course, the subject of progress reports will come up strongly suggesting that it's probably time for you and your PRfolks to return to the field for a second perception monitoringsession with members of your external audience. Using manyof the same questions used in the first benchmark session,stay alert for signs that your communications tactics haveworked and that the negative perception is being altered inyour direction.
If you feel the program is dragging, things can always beaccelerated with a broader selection of communicationstactics AND increased frequencies.
As your program inevitably changes individual perception,and thus minds among your important target audiences, youwill, just as inevitably, create behavior change among thosekey outside audiences that leads directly to achieving yourmanagerial objectives.
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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.Word count is 1035 including guidelines and resource box. Robert A. Kelly © 2005.
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 communi- cations, U.S. Department of the Interior, and deputy assistant presssecretary, The White House. He holds a bachelor of science degreefrom Columbia University, major in public relations.mailto:bobkelly@TNI.net Visit:http://www.prcommentary.com |
