As a business, non-profit or association manager, let thetacticians handle the special events, brochures and pressreleases from now on.

You have better things to do.

Like demanding the real results you're entitled to, and forwhich you've paid good money! Results, that is, that willcome about when you do something positive about thebehaviors of those important external audiences of yoursthat most affect your operation. In particular, whenyou persuade those key outside folks to your way ofthinking, then help move them to take actions that allowyour department, division or subsidiary to succeed.

In other words, good public relations can alter individualperception and lead to changed behaviors among key outsideaudiences. And that can help business, non-profit andassociation managers like you, achieve their managerialobjectives.

How do I know? Because people act on their own perceptionof the facts before them, which leads to predictable behaviorsabout which something can be done. When we create, changeor reinforce that opinion by reaching, persuading and moving- to-desired-action the very people whose behaviors affect theorganization the most, the public relations mission isaccomplished.

Luckily, here's what can materialize from this approach:prospects starting to work with you; capital givers orspecifying sources beginning to look your way; welcomebounces in show room visits; membership applications on therise; customers starting to make repeat purchases; freshproposals for strategic alliances and joint ventures; communityleaders beginning to seek you out, and even politicians andlegislators starting to view you as a key member of the business,non-profit or association communities.

Clearly, your first priority will be involving your public relationspeople by getting them on board this particular approach to PR.They must buy into why it's so important to know how youroutside audiences perceive your operations, products orservices. Be especially certain they accept the reality thatnegative perceptions almost always lead to behaviors that candamage your organization.

Take the time necessary to lay out how you will monitor andgather perceptions by questioning members of your most importantoutside audiences. Questions like these: how much do you knowabout our organization? Have you had prior contact with us andwere you pleased with the interchange? How much do you knowabout our services or products and employees? Have youexperienced problems with our people or procedures?

Take comfort from the fact that your PR people are alreadyin the perception and behavior business and can be of realuse for the initial opinion monitoring project. Professionalsurvey firms are always available, of course, but that canbe a budget buster. But, whether it's your people or asurvey firm who handles the questioning, the objective isto identify untruths, false assumptions, unfounded rumors,inaccuracies, and misconceptions.

Now, you identify which of the problems outlined abovebecomes your corrective public relations goal - clarify themisconception, spike that rumor, correct the falseassumption or fix a variety of other possible inaccuracies?

The truth of the matter is, you can meet that goal onlywhen you select the right strategy from the three choicesavailable to you. Change existing perception, createperception where there may be none, or reinforce it.Picking the wrong strategy is about as cool as using cajunspices in your Tiramasu! So please be certain the newstrategy fits comfortably with your new public relationsgoal. You wouldn't want to select "change" when thefacts dictate a "reinforce" strategy.

Some regard this as the toughest part of the job -- createa persuasive message aimed at members of your targetaudience. Yes, it's always a challenge to put togetheraction-forcing language that will help persuade anyaudience to your way of thinking.

And so, since s/he must create that very special, correctivelanguage, be certain you have your best writer on theassignment. You need words that are not only compelling,persuasive and believable, but clear and factual if theyare to shift perception/opinion towards your point of viewand lead to the behaviors you desire.

From here on in, things get easier. For example, identify the communications tactics you need to carry your message tothe attention of your target audience. Insuring that thetactics you select have a record of reaching folks like youraudience members, you can pick from dozens that areavailable. From speeches, facility tours, emails andbrochures to consumer briefings, media interviews,newsletters, personal meetings and many others.

Stay alert to the fact that the credibility of the message can bedependent on the credibility of its delivery method. Whichmeans you may wish to deliver it in small getogether-likemeetings and presentations rather than through a higher- profile media announcement.

When you receive requests for progress reports, consideryourself alerted to the need for you and your PR team to undertake a second perception monitoring session withmembers of your external audience. You'll want to usemany of the same questions used in the first benchmarksession. But now, you will be watching very carefully forsigns that the bad news perception is being altered in yourdirection.

Don't fret if things seem to be slowing down. Your PRprogram usually can be accelerated by adding morecommunications tactics as well as increasing theirfrequencies.

When all is said and done, the bottom line is, this workablepublic relations blueprint will help you persuade your mostimportant outside stakeholders to your way of thinking, thenmove them to behave in a way that leads to the success ofyour department, division or subsidiary.

So, stop doing public relations the hard way.

The public relations rules that will best serve any business,non-profit or association manager, read this way: the peopleyou deal with do, in fact, behave like everyone else - theyact upon their perceptions of the facts they hear about youand your operation. Strongly suggesting that you dealpromptly and effectively with those perceptions by doingwhat is necessary to reach and move your key externalaudiences to actions you desire.

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.

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Mailto:bobkelly@TNI.net