Managers: Your PR Working for You?

by Bob Kelly

Published on this site: January 30th, 2006 - See more articles from this month

But, as a business, non-profit, government agency or association manager, if you want the very best that public relations has to offer, you may want to think about PR a little differently. Say, like this: I really need to do something meaningful about the behaviors of those important outside audiences that most affect the group, department, division or subsidiary I manage.

Thus, you might conclude that you need to create the kind of external stakeholder behavior change that leads directly to achieving your managerial objectives. And then, follow through by persuading those key outside folks to your way of thinking by helping move them to take actions that allow your unit to succeed.

The good news is that public relations is based on a highly proactive premise that can easily go your way: people act on their own perception of the facts before them, which leads to predictable behaviors about which something can be done. When we create, change or reinforce that opinion by reaching, persuading and moving-to-desired-action the very people whose behaviors affect the organization the most, the public relations mission is usually accomplished.

What it will mean to you as a manager is that the right public relations planning really can alter individual perception and lead to changed behaviors among your key outside audiences. But your PR effort must demand more than special events, news releases and talk show tactics if you are to receive the quality public relations results you believe you deserve. That way, you really will stand a good chance of getting the best public relations has to offer.

Follow that path and the end-products you have in mind will actually appear. For example, customers starting to make repeat purchases; capital givers or specifying sources beginning to look your way; welcome bounces in show room visits occur; membership applications start to rise; new proposals for strategic alliances and joint ventures begin showing up; politicians and legislators start looking at you as a key member of the business, non-profit or association communities; community leaders begin to seek you out; and prospects actually start to do business with you.

Please don't be surprised that the public relations people on your staff can be of real use for your new opinion monitoring project. After all, they are already in the perception and behavior business. But to be certain, determine if those PR folks really accept why it's so important to know how your most important outside audiences perceive your operations, products or services. And this is really important: be sure they believe that perceptions almost always result in behaviors that can help or hurt your operation.

And now, your public relations plan itself. Review it carefully with the public relations professionals on your team. Talk over how you plan to monitor and gather perceptions by questioning members of your most important outside audiences. Ask questions like these: how much do you know about our organization? Have you had prior contact with us and were you pleased with the exchange? Are you familiar with our services or products and employees? Have you experienced problems with our people or procedures?

Sooner or later the idea will surface about retaining professional survey firms to do the opinion gathering work. But know that that may require more expense than using those PR folks of yours in that monitoring capacity. But whether it's your people or a survey firm asking the questions, the objective remains the same: identify untruths, false assumptions, unfounded rumors, inaccuracies, misconceptions and any other negative perception that might translate into hurtful behaviors.

At this point, top priority is establishing a realistic, achievable goal that addresses the most serious problem areas you uncovered during your key audience perception monitoring. Will it be to straighten out a dangerous misconception? Correct a gross inaccuracy? Or, stop a potentially painful rumor before it does more damage?

Fact is, every goal needs a matching strategy to show you how to reach that goal. But there are only three strategic options available to you when it comes to solving perception and opinion problems. Change existing perception, create perception where there may be none, or reinforce it. But the wrong strategy pick will taste like Ovaltine on your veal chops. So be certain your new strategy fits well with your new public relations goal. You certainly don't want to select "change" when the facts dictate a strategy of reinforcement.

Since there is no way to avoid good writing in the PR game, please face the reality that you must put together a persuasive message that will help move your key audience to your way of thinking. It should be a carefully-written message aimed directly at your key external audience. Lean on your best writer to accept the assignment because s/he must produce language that is not merely compelling, persuasive and believable, but clear and factual if it is to shift perception/opinion towards your point of view and lead to the behaviors you have in mind.

Here we are at the point where your people must decideon the communications tactics most likely to carry your message to the attention of your target audience. There are many waiting for you. From speeches, facility tours, emails and brochures to consumer briefings, media interviews, newsletters, personal meetings and many others. But be certain that the tactics you pick are known to reach folks just like your audience members.

Another reality in public relations is this: the method by which you communicate your message will bear heavily on its credibility, always fragile at best. Thus, you may wish to unveil your corrective message before smaller meetings and presentations rather than using higher-profile news releases.

A second perception monitoring session will be needed to measure headway in moving key audience perception. Those data will comprise your first progress report. Fortunately, you can use many of the same questions used in your benchmark session. But now, you will be watching for signs that the bad news perception is being altered in your direction.

Slowing program momentum tells you first-aid is needed. And that suggests speeding up things by either adding more communications tactics and/or increasing their frequencies, or both.

You'll know your PR is working for you when you move away from dependence on communications tactics and on to a plan for doing something about the behaviors of those important external audiences of yours that most affect your operation.

Bob Kelly counsels and writes for business, non-profit and association managers about using the fundamental premise of public relations to achieve their operating objectives. He has published over 200 articles on the subject which are listed at EzineArticles.com, click Expert Author, click Robert A. Kelly. 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. mailto:[email protected] Visit:www.PRCommentary.com