Managers and PR: Don't Just Settle

by Bob Kelly

Published on this site: March 14th, 2006 - See more articles from this month

Why should you when it's just as easy to hang tough, and insist on The Big Four instead of settling for a collection of communications tactics that simply let you move a message from one point to another? And not much more.

What's the Big Four? In public relations, its recognition by business, non-profit, government agency or association managers,

1. that strategic PR can lead directly to achieving the unit's managerial objectives,
   
   
2. that the managers are doing something really significant about those important outside audience behaviors that most affect the department, group, division or subsidiary unit they manage,
   
   
3. that they will then be in a position to persuade those key external audiences to their way of thinking,
   
   
4. and, based on having persuaded many members of that key external audience to their views on the issue in question, move them to take actions that allow their unit to succeed.
   

The reason you don't have to settle for tactics as your only PR initiative, is first-class public relations planning that really can alter individual perception resulting in changed behaviors among key outside audiences. But that only comes about after you, as a manager, demanding more than press releases, brochures, special events and broadcast plugs, actually receive the PR results you deserve, as well as the best that public relations has to offer.

And this is what those PR results could look like: customers start to make repeat purchases; welcome bounces in show room visits occur; prospects begin to do business with you; membership applications start to rise; capital givers or specifying sources begin to look your way; new proposals for strategic alliances and joint ventures start showing up; politicians and legislators begin looking at you as a key member of the business, non-profit or association communities; and community leaders starting to seek you out.

Underpinning this approach to public relations, is a proactive premise: 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.

As luck would have it, those in the best position to help you achieve your managerial objectives, are already on your staff, and can be of real use for your new opinion monitoring project. And the reason is, your PR people have been in the perception and behavior business for quite a while. But be certain 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.

Those public relations professionals deserve your confidence and your attention. So, review your new PR plan with them. Discuss how you will monitor and gather perceptions by questioning members of your most important outside audiences. Suggest asking 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?

It may turn out that you want to go after the key audience data with a professional survey firm. But be cautious because that course of action may cost a lot more than the expense of using those PR folks of yours in that monitoring capacity. In any event 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.

On the heels of the necessary key audience data, you've got to set a realistic public relations goal which addresses the most serious problem areas uncovered during that perception monitoring drill. And it must be both realistic and achievable.
For example, will your goal be to straighten out a dangerous misconception? Correct a gross inaccuracy? Or, stop a potentially painful rumor before it does more damage?

As always, a PR goal demands a PR strategy of equal quality if you are to solve perception and opinion problems, a strategy that matches your PR goal. You have just three strategic options available to you. Change existing perception, create perception where there may be none, or reinforce it. Because the wrong strategy pick will taste like barbeque sauce on your pecan pie, 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 the objective is always moving a key audience to your way of thinking, writing a persuasive message is the order of the day. But this kind of message must be carefully written, and aimed directly at that key external audience. Get your best writer on this job 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.

A wide selection of communications tactics awaits your pleasure now that your perception-moving message is readyto go. And they range from speeches, facility tours, emails and brochures to consumer briefings, media interviews, newsletters, personal meetings and many others. But be sure the tactics you pick are known to reach folks just like your audience members.

It's a fact of life that how you communicate your message will bear heavily on its believability, always fragile at best. Which is why, initially, you may wish to unveil your corrective message before smaller meetings and presentations rather than using higher-profile news releases.

Estimating program progress is another challenge, especially so when gauging your program's impact on key audience perception, and thus behaviors. Inevitably, a second perception monitoring session will be needed. Happily, you can use many of the same questions used in your benchmark session. Only difference now, you'll be watching for signs that the bad news perception is being altered in your direction as a result of your communications programming.

In the unlikely event that the program's forward motion slows, you PR toolkit contains another fix: either add more communications tactics, or increase their frequencies, or both.

Fact is, as a business, non-profit, government agency or association manager, you don't have to settle for a collection of communications tactics that simply let you move a message from one point to another.

As outlined at the top of this article, you can take advantage of the Big Four approach to public relations that can deliver thePR results you deserve, and the best that public relations has to offer.



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 240 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.
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