For many of us, the word quality is closely related to our expectations. When we receive the public relations resultswe planned for, we feel, understandably, that we have generated quality results.
Another interpretation says quality PR may simply be inthe eye of the beholder. But yet another take holds thatquality public relations occurs when business, non-profitor association managers use public relations to alterindividual perception among their target publics, whichleads to changed behaviors, thus helping achieve theirmanagerial objectives.
I like that interpretation because, logically in my view,those managers employ their public relations resources todo something positive about the behaviors of thoseimportant external audiences of theirs that MOST affecttheir operations.
Logical yes, but also sensible when managers then takesteps to persuade their key outside folks to their way ofthinking, then move them to take actions that allow thatmanager's department, group, division or subsidiary tosucceed.
It happens, of course, due to the reality that people acton their own perception of the facts before them, whichleads to predictable behaviors about which somethingcan be done. When we create, change or reinforce thatopinion by reaching, persuading and moving-to-desired- action the very people whose behaviors affect theorganization the most, the public relations mission isaccomplished.
If you are such a manager, keep in mind that your PReffort must demand more than special events, brochuresand press releases if you are to come up with the qualitypublic relations results you believe you planned for.
An array of quality results can occur: politicians andlegislators starting to view you as a key member of thebusiness, non-profit or association communities; welcome bounces in show room visits; fresh proposalsfor strategic alliances and joint ventures; capital giversor specifying sources beginning to look your way;prospects starting to do business with you; customersstarting to make repeat purchases; membershipapplications on the rise; and community leadersbeginning to seek you out.
Your PR people are already in the perception andbehavior business and can be of real use for your newopinion monitoring project. But be certain that yourPR staff really accept why it's SO important toknow how your most important outside audiencesperceive your operations, products or services. Andmake sure they believe that perceptions almost alwaysresult in behaviors that can help or hurt your operation.
Share with them your plans for monitoring and gatheringperceptions by questioning members of your mostimportant outside audiences. Questions along theselines: how much do you know about our organization?Have you had prior contact with us and were youpleased with the interchange? Are you familiar withour services or products and employees? Have youexperienced problems with our people or procedures?
The cost benefit of using those PR folks of yours inthat monitoring capacity versus the cost of usingprofessional survey firms to do the opinion gatheringwork, may lead you to the conclusion that it's a no- brainer. But, whether it's your people or a survey firmasking the questions, the objective remains the same:identify untruths, false assumptions, unfounded rumors,inaccuracies, misconceptions and any other negativeperception that might translate into hurtful behaviors.
Now you must set a goal that calls for doing somethingabout the most serious problem areas you uncoveredduring your key audience perception monitoring.Will it be to straighten out that dangerousmisconception? Correct that gross inaccuracy? Or,stop that potentially painful rumor cold?
While setting your PR goal, you must establish astrategy that tells you how to get there. There arejust three strategic options available to you when itcomes to doing something about perception andopinion. Change existing perception, createperception where there may be none, or reinforce it.The wrong strategy pick will taste like strawberryvinaigrette on your mashed potatoes, so be sureyour new strategy fits well with your new publicrelations goal. You wouldn't want to select "change"when the facts dictate a strategy of reinforcement.
Hard work looms ahead because you must nowwrite a persuasive message that will help move your key audience to your way of thinking. Itmust be a carefully-written message targeteddirectly at your key external audience. Your verybest writer will be needed because s/he mustproduce really corrective language. Wordsthat are not merely compelling, persuasive andbelievable, but clear and factual if they are to shiftperception/opinion towards your point of view andlead to the behaviors you have in mind.
Now you must think about the communicationstactics most likely to carry your message to theattention of your target audience. There are manyavailable. From speeches, facility tours, emailsand brochures to consumer briefings, mediainterviews, newsletters, personal meetings andmany others. But be certain that the tactics youpick are known to reach folks just like youraudience members.
Because the credibility of any message is fragileand always at stake, how you communicate it is aconcern. Thus, you may wish to unveil yourcorrective message before smaller meetings andpresentations rather than using higher-profile newsreleases.
Conversation about progress reports will give youwarning that your PR team should begin a secondperception monitoring session with members of yourexternal audience. You'll want to use many of thesame questions used in the first benchmark session.But now, you will be on strict alert for signs thatthe bad news perception is being altered in yourdirection.
Take comfort, should there be a slowdown in the effort, in the fact that you can always speed thingsup by adding more communications tactics as wellas increasing their frequencies.
One of the certain pathways to quality publicrelations results is the equally certain reality that good public relations planning really CAN alterindividual perception and lead to changed behaviorsamong key outside audiences.
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 © 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
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