The data you gather from such interaction lets you form a specific public relations goal. In other words, you get to decide exactly what perception out there you would like to alter so that it improves your chances of getting behavior change you really want.

Now, unless you select right strategy that tells you how to pursue that goal, nothing’s going to happen. You’re lucky there are just three strategies to choose from when you’re dealing with matters of opinion: create perception/opinion where there isn’t any, change existing opinion, or reinforce it. And be certain that your choice matches needs of your goal. For example, if you aim to correct an inaccuracy, you need a strategy that changes existing opinion, not one that reinforces it.

As you might expect, you must now prepare message that, hopefully, will alter offending perception and lead to desired behavior. Since it must clearly address untruth, inaccuracy, rumor or misconception in a believable and compelling way, you’ve got your work cut out for you. Oh, message must also be persuasive as it makes case for your point of view.

Keep in mind that, to be successful, your message usually must alter what a lot of people may have come to believe. It’s a big job, but as said in literary circles, “it’s worth candle.”

How do you get this stunning message of yours to right eyes and ears among members of your target audience?

Right! Communications tactics will do job, and there are a ton of them at your disposal. From newsletters, press releases and letters-to-the-editor to brochures, consumer briefings, personal meetings, print and broadcast interviews and many others.

Soon, question will arise, are we making any progress? At this point, you are wise to go back to those members of your target audience and ask same questions you asked during your original perception monitoring session.

This time, however, you’re looking for evidence that perceptions are being altered in your direction.

If you are impatient type, you can always increase beat by adding new communications tactics and increasing their frequencies. It’s also worth re-examining your hard-won message not only for clarity and persuasiveness, but for factual effectiveness as well.

When it becomes obvious that program has, in fact, persuaded many target audience stakeholders towards your way of thinking, you have a public relations success on your hands.

end

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

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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