When PR Becomes a Major Asset

by Bob Kelly

Published on this site: March 2nd, 2006 - See more articles from this month

It begins with tactics. Many business, non-profit, government agency and association managers see public relations pretty much as press releases, special events, brochures and broadcast plugs. In other words, what one must do to move a message from one point to another. Or, in reality, a minor asset.

But things change, and so do those managers when it occurs to them that they might need the kind of public relations effort that leads directly to achieving their managerial objectives. Obviously, a major asset!

The change can begin with a nagging feeling that they ought to be doing something meaningful about the behaviors of those important outside audiences that most affect the department, division or subsidiary unit they manage.

When that epiphany takes hold, a manager might then try to persuade those key folks to his or her way of thinking, and then move them to take actions that allow that manager's unit to succeed.

This course of events is always good news! Especiallywhen we see that the right public relations planning really can alter individual perception and lead to changed key audience behaviors that help a manager achieve his or her objectives.

So, as referenced at the top of this article, try to remember that 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 deserve.

And those results can make your day. For example, new proposals for strategic alliances and joint ventures start showing up; prospects actually start to do business with you; specifying sources beginning to look your way; community leaders begin to seek you out; customers begin to make repeat purchases; membership applications start to rise; politicians and legislators begin looking at you as a key member of the business, non-profit or association communities; and new (and very ) welcome bounces in show room visits occur.

What are the core beliefs – the underlying premise of public relations, if you will - that can deliver such results? Well, 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.

Now, because they are already in the perception and behavior business, your public relations professionals can be of real use on your new opinion monitoring projectBut be certain that the PR staff also accepts why it's so important to know how your most important outside audiences perceive your operations, products or services. Above all, be sure they believe that perceptions almost always result in behaviors that can help or hurt your operation.

I suggest that you take the time to review with them your plan for gathering key audience perceptions by questioning members of your most important outside audiences. Propose questions like these to be asked: 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?

Here, a cost comparison might be advisable, considering the cost of using professional survey firms to do the opinion gathering work versus using those PR folks of yours, who are already in the perception business. 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.

Goal-setting is now appropriate and necessary. A call for action on the most serious problem areas you uncovered during your key audience perception monitoring. Will you want to straighten out that dangerous misconception? Correct that gross inaccuracy? Or, stop that potentially painful rumor right in its tracks?

An equally specific strategy that tells you how to get where you're going is now needed. Only three strategic options are available to you when it comes to doing something about perception and opinion. Change existing perception, create perception where there may be none, or reinforce it. The wrong strategy pick will taste like lemon pudding on your conch fritters, so be sure 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.

Now, it's all about good writing. You've got to put together a persuasive message that will help move your key audience to your way of thinking. It must be a carefully-written message targeted directly at your key external audience. Select your very best writer because she must come up with really corrective language that is not merely compelling, persuasive and believable, but clear and factual if they are to shift perception/opinion towards your point of view and lead to the behaviors you have in mind.

Here's where you pick out the communications tactics most likely to carry your message to the attention of your target audience. There are many available. 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.

Because people's confidence in just about any message is very fragile at best, how you go aboutcommunicating it is a concern. Which is why you may wish to unveil your corrective message before smaller meetings and presentations rather than using higher-profile news releases and talk show appearances.

Obviously, you're going to have to report on the progress of the public relations program, and thatwill lead directly to a second perception monitoring session with members of your external audience. You'll want to use many of the same questions used in the benchmark session. But now, you will be on strict alert for signs that the bad news perception is being altered in your direction.

Maintaining initial momentum over time will be challenging. If things slow down, you can always speed up matters by adding more communications tactics as well as increasing their frequencies.

It's each manager's choice. Pick the minor asset and make your public relations revolve around message-moving tactics, or go for the major asset and the kind of effort that leads directly to achieving your managerial objectives.

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 230 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

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