I believe this about public relations.

People act on their own perception of the facts before them,which leads to predictable behaviors about which somethingcan be done. So, when we create, change or reinforce thatopinion by reaching, persuading and moving-to-desired-actionthose people whose behaviors affect the organization, the publicrelations mission is accomplished.

That fundamental premise grew out of many years in the publicrelations business. A time when I became increasingly appalledat what many general management people believe about publicrelations, if anything, and how the discipline does or does not fitinto their organization's strategic plan.

The result is, I've become a "preacher," but not to public relations practitioners. Rather, I direct my commentary to those generalmanagement people who, daily, pursue their goals and objectiveslargely without the insights, behavioral strategies and sheer powerpublic relations can bring to the table.

Here's what I believe they're missing, i.e., the essentials that flow from the fundamental premise at the top of this article.

Any organization - non-profit, association, business, publicentity, including your own -MUST take into account theperceptions held by those external audiences whose behaviorsaffect your organization, or the behaviors flowing from thoseperceptions can hurt.

What my commentaries often say to these managers is this: Is itjust a matter of "hits?" You know, articles or interviews sold toeditors? Is that all there is to public relations?

Or, could there be more to it?

Of course there's more to it!

Why do you want the "hits" in the first place? What are youtrying to accomplish?

I believe you want the same thing every other buyer of publicrelations services wants: to change somebody's behavior in away that really helps your organization reach its objectives.

So, wouldn't it make more sense to start at the beginning andsave tactics like "publicity hits" for that moment when you needthose "beasts of burden" to do their thing? Namely, to efficientlycarry persuasive messages to a key target audience of yours?

Sure it would.

So let's start by taking a close look at those external targetpublics. They're so important because how they think andbehave can actually determine the success or failure of yourbusiness.

Don't believe it? Look at those audiences whose behaviorsdirectly affect the organization's operations, in particularthose completely unaware that the organization even exists. Are they likely to buy its products or services?

No.

Look at an external audience where members harbor a serious misconception about the organization. Does this reduce theirdesire to do business with you?

Yes.

Look at an external audience some of whose members believea grossly negative and inaccurate set of facts about theorganization. Will those people be first in line to buy its productsor services?

No.

Obviously, what your key target audience believes about yourorganization matters, and matters a lot!

Why not begin by heading-off such a situation by listing thoseoutside groups - those target audiences - in order of how muchtheir behaviors affect your organization?

We'll use #1 on your list as our trial "public."

Start by interacting with that group of people. Of course, if thebudget will stand it, you could use a survey firm to gather theirfeelings, thoughts and perceptions.

Minus such a budget, do it yourself, and with colleagues, bycarefully monitoring how these people feel about your organization.When you interact this way, you get to ask a lot of questions andgather a lot of information you really need.

What are you hearing? Misconceptions that need straightening out?Rumors that should not be allowed to fester? Inaccurate beliefsabout your products and services that could drive people awayfrom you? Notice other perceptions about you and your organizationthat need to be altered?

The answers to such questions prepare you to create your publicrelations goal. In brief, alter, and thus correct, each misconception,or inaccuracy, or rumor. Worthy goals all!

You've made some real progress by monitoring perceptions withinyour key target audience. You've established your public relationsgoal, and selected the right strategy to achieve it.

Sad to say, there's a little more work to do in the form of "TheMessage." Hopefully, this will alter people's inaccurate perceptions about you and the organization.

But it must be carefully written so that it is persuasive and perceivedas creditable and believable. And it must speak the truth clearlyand with authority.

Now, here is where your "beasts of burden" come in. They are the communications tactics that will carry your newly-minted messagefrom your computer direct to the attention of those key targetaudience members whose behavior you hope to alter in yourdirection.

Happily, there are scores of communications tactics awaiting yourpleasure. You might use a speech to communicate your message,or letters-to-the-editor, press releases, emails, brochures or face- to-face meetings, and many other tactics.

Sooner or later, you'll wonder if you're making any progress towardsyour behavioral goal. Of course, you'll monitor local print andbroadcast media, but REmonitoring those key audience members by interacting with them all over again is the real ticket.

This time around, you'll be looking for perception and attitudechanges hopefully produced by the combination of your persuasive messages and carefully targeted communications tactics. Andyou'll be asking lots of questions all over again.

If you note considerable movement in opinion in your direction,you may consider your public relations goal as having beenachieved.

Should little movement be noted, adjustments to the frequency and quantity of you communications tactics should be made. Yourmessage also should be reviewed for its content and direction,and tested again for effect with a panel of target group members.

Either way, your public relations program is on track and preparingto deliver the key target audience behaviors your business needsto succeed.

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 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.

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