Yes, and that pressure often comes from a CEO who knowswhat a public relations investment SHOULD produce.
And do public relations folks fear such pressure? Not those who've got the answers!
For example, "we're spending your public relations investmentin the most effective way - insuring that our most importantexternal audiences perceive us accurately, understand what wedo, and end up taking those actions we desire.
"We're operating from a solid foundation," Mr/Ms Chairman,or Executive Director. Namely, people will act on their ownperception of the facts before them. And those perceptionswill lead to predictable behaviors about which something canbe done. When we create, change or reinforce that opinion byreaching, persuading and moving-to-desired-action those folkswhose behaviors affect your business, the public relationseffort is a success.
So, what actions flow from that underlying premise?
First, we run a kind of G-2 operation by interacting with our most important external audiences - customers, members,prospects, technical specifiers and employees, among others.Here, we ask questions and gather information.
We need to know how they perceive our operation and ourmanagement. We listen carefully to what they say about us,especially our products or services. At the same time, wetrack print and broadcast media and other feedback sources.
We believe it's important to watch for developingmisconceptions and inaccuracies. Particularly potential problemareas that may need corrective action. Problems like suggestionsof technical difficulties with our products, personnel questions,perceptions of obsolescence, or trouble-making competitiverumors.
Once we've identified perceptions that need correcting, thequestion is, what is our strategy for getting it done? Here,we must ask ourselves whether we need to create a certainperception where none exists, change an existing perception,or merely reinforce it.
This is really important because the answer obviously willaffect the persuasive messages we're about to prepare tocorrect the misperceptions.
So we carefully put together what we hope will be reallycompelling messages. Then, we aim them at those key targetaudiences we discovered are harboring misconceptions that,left unattended, will certainly result in behaviors we don't like.Our objective will be to move that opinion in our direction.
Now, not surprisingly, we must select communications tactics,known in some quarters as "beasts of burden," that are carefullystructured to carry those persuasive messages directly to theattention of members of that key target audience.
Communications tactics range from one-on-one meetings,newspaper and radio interviews and press releases to openhouses, speeches, brochures, newsletters and promotional events.There are literally scores of such tactics available to you.
Finally, we must gauge the impact of our communicationsactivity by continuing to meet with members of that key targetaudience, and by monitoring our other feedback sources. Wewill watch and listen for signs of developing awareness of you,your operation and how it functions. But especially forindications that any misconceptions, or other problems wediscovered, have been resolved.
"Mr/Ms Chairman, at the end of the day, I believe you want usto use our expertise in a way that helps you achieve yourbusiness objectives."
Thus, regardless of what strategic plan we create to solve aproblem, regardless of what tactical program we put in place,when all is said and done, we must modify somebody's behaviorif we are to earn our keep.
And that is our certain path to public relations success.
Please feel free to publish this article and resource box in yourezine, newsletter, offline publication or website. A copy wouldbe appreciated at bobkelly@TNI.net.
Robert A. Kelly © 2003
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.
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