QUESTION # 3. Who needs to be involved with this decision? Good leaders understand that making decisions goes far beyond being in charge and calling shots. Decision making is also one of best developmental tools at their disposal. In order to create momentum around decisions leader must cultivate commitment. Asking for input, especially from key stakeholders, is critical for momentum and effective implementation.

The Five Levels of Decision Making The following are five levels of involvement leaders use when deciding who should be part of decision making process:

Level One: Leader makes decision alone. This is used especially in emergency situations where immediate action is critical. Input is not helpful, quick action and immediate compliance is what counts. Level Two: Leader makes decision with input from key stakeholders. The leader seeks input from key stakeholders, usually to cover blind spots and enhance their depth of understanding around issue to be decided. Stakeholders hold important information and not consulting them would be foolish. Level Three: Consensus building - leader gets final say. Leader solicits input from a variety of sources, builds consensus around a specific direction, allows group to make a recommendation of which leader must finally approve. This level takes considerable skill and is where developing leaders often make mistakes. Solid decision makers are well versed in skill sets of this level. Level Four: Delegate decision to someone else. The authority and responsibility are clearly shifted away from leader (usually to a direct report). Both leader and direct report live with consequences - good or bad. The leader reviews decision, but does not change it and uses it as an opportunity for development. Level Five: True consensus. Leader fully delegates decision to a group (usually a committee). If leader is part of committee then he/she is just one vote among many. The group processes all decisions involved, compromises positions until everyone is in agreement. Strong leaders understand process decisions must go through to be effective. As leaders move higher in organizations demand upon their time and influence also increases. Poor leaders use power of their position to make things happen. Whereas strong leaders use power of their position to draw others into decision making process – thus always developing bench strength of organization.

Action Point – Go through five levels and decide who you need to get involved (if anybody) to give decision momentum and secure buy-in. Meet with them and ask for input on your decision, according to parameters listed in five levels. Finally, execute decision and watch benefits pour in.

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While goal by itself isn’t of much use, with right strategy, public relations program is off to a good start. Fortunately, there are just three strategic choices for dealing with matters of opinion and perception. You can create perception/opinion where there may not be any, you can change existing opinion, or you can reinforce it. An effort should be made to match strategy to specific goal. For example, if you want to correct a misconception, you need strategy that changes existing opinion, not one that reinforces it.

Now, some serious writing is needed. The corrective message to be communicated to members of target audience is an opportunity to write something designed to change individual opinion, and that’s a positive experience for any writer.

Clarity is first, followed closely by accuracy and believability. Stick closely to issue at hand – like an inaccurate belief, a misconception or a dangerous rumor. A compelling tone is useful because message must alter what a lot of people believe, and that is a big job. Tryout message on some colleagues for effectiveness.

With goal, strategy and message in hand, it’s time to call in “Beasts of Burden” – communications tactics that will carry that first-class message to attention of members of target audience. Luckily, there are many, many such tactics ranging from luncheons, news releases and personal contacts to print and broadcast interviews, speeches, press releases and dozens of others. Only requirement is that they have a proven track record for reaching your target audience.

In short order, colleagues will inquire whether any progress is being made in altering offending perception or opinion. Ruling out an expensive opinion survey, your best hope of assessing progress is to return to field and re-monitor target public member’s perception.

While you ask same questions as in initial monitoring session, difference now is you’re looking for evidence in responses that offending perception is, indeed, being altered. What you want to see and hear are signs that percep- tions are actually moving in your direction because, then, you know that positive behaviors cannot be far behind.

By way, you can always move things along at a faster clip by adding a few more communications tactics, and even increase their frequencies. Your message should also be re- vetted again to double-check its clarity and factual accuracy,

One way to persuade your operation or department’s key stakeholders to your way of thinking – and move them to behaviors that lead to success of your organization – is to insure that public relations effort on your behalf is actively managed along such lines every step of way.

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Bob Kelly counsels, writes and speaks to general management personnel about the fundamental premise of public relations. 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. mailto:bobkelly@TNI.net Visit:http://www.prcommentary.com