Without a solid, well-designed foundation, few buildings successfully withstand the ravages of time and weather.And so it is with public relations, ever-dependent uponhow well its practitioners understand the discipline.

Yet, some public relations people manage to go throughtheir entire career without a firm grasp of what publicrelations is all about. Their response to crises, or torequests for well thought-out solutions to public relationsproblems, reveals a serious lack of understanding. Theyconfuse the basic function of public relations with anynumber of tactical parts that make up the whole, such aspublicity, crisis management or employee relations.

Understandably, they feel unsure in approaching public relations problems, then uncertain about what counsel togive their clients. Many, relying on career-longmisconceptions about public relations, forge ahead anywayadvising the client ineffectively sometimes with damaging,if not dangerous counsel.

If you are new to the business, grasp early-on The RosettaStone of public relations, i.e., a guide to understanding thediscipline and its core strength. Namely, people act on theirperception of the facts; those perceptions lead to certainbehaviors; and something can be done about those perceptions and behaviors that lead to achieving an organization'sobjectives.

The fact is that NO organization -- business, non-profit,association or public sector -- can succeed today unless thebehaviors of its most important audiences are in-sync with the organization's objectives. Which is why, when public relationsgoes on to successfully create, change or reinforce publicopinion by reaching, persuading and moving-to-desired actionthose people whose behaviors affect the organization, itaccomplishes its mission.

By all means discuss public relations' strategic role in anyorganization with professionals whom you respect. But do itearly, do it seriously, and do it now so that you create thatsolid foundation of understanding about this business that will help you make a meaningful contribution to the field of publicrelations for many years to come.

Once that foundation of understanding is firmly set, an actionpathway begins to appear:

-- identify the problem or challenge
-- identify target audiences
-- set the public relations goal
-- set the public relations strategy
-- prepare persuasive messages
-- select/implement key communications tactics
-- monitor progress
-- and the end game? Meet the behavior modification goal.

A bonus: you are using a near-perfect public relationsperformance measurement. I mean how can you measurethe results of an activity more accurately than when youclearly achieve the goal you set at the beginning of thatactivity? You can't. It's pure success.

So, if you are a newcomer to the business, can you expect toavoid the pitfalls listed above? Yes, and here's why:

-- With proper preparation, you will not confuse action tacticswith the basic mission of public relations because you willknow precisely what each is and just what fits where in thepublic relations problem solving sequence outlined above.

-- You will feel more confident about providing counsel to the employer/client because the public relations problem at handcan be clearly identified allowing you to select solutions thatobviously fit into the action sequence above. You willaccurately identify your target audiences because you willknow exactly who your employer/client wants to reach, andthe necessary action tactics will then be self-evident.

-- You realize that you have gone through your entire careerWITH a firm, successful grasp of what public relations isall about.

But, on the way you must do everything necessary to reachyour target audiences, and to nurture the relationships betweenthose audiences and the employer/client by burnishing thereputation of the organization, its products or services. You'lldo your best to persuade those audiences to do what theclient/employer wishes them to do. And, while seeking publicunderstanding and acceptance of your client/employer, you'llinsure that your joint activities not only comply with the law,but clearly serve the public interest. Then, you will pull-outall tactical stops to actually move those target individuals toaction. Your client will be pleased that you have broughtmatters to this point.

When that client measures your real effectiveness, I suggestthat he or she will be fully satisfied with those public relationsresults only when your "reach, persuade and move-to-desiredaction" efforts produce a visible, and desired, modification inthe behaviors of those people your client/employer wishes toinfluence. In my view, this is the central, strategic function of public relations and the basic context in which you must pursuethat successful public relations career, a lesson best learned atthe beginning of your career.

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 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