Are You PR-Challenged?

Written by Robert A. Kelly


Continued from page 1

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 gettingrepparttar behavior change you really want.

Now, unless you selectrepparttar 105073 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 matchesrepparttar 105074 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 preparerepparttar 105075 message that, hopefully, will alterrepparttar 105076 offending perception and lead torepparttar 105077 desired behavior. Since it must clearly addressrepparttar 105078 untruth, inaccuracy, rumor or misconception in a believable and compelling way, you’ve got your work cut out for you. Oh, repparttar 105079 message must also be persuasive as it makesrepparttar 105080 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 worthrepparttar 105081 candle.”

How do you get this stunning message of yours torepparttar 105082 right eyes and ears among members of your target audience?

Right! Communications tactics will dorepparttar 105083 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,repparttar 105084 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 askrepparttar 105085 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 arerepparttar 105086 impatient type, you can always increaserepparttar 105087 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 thatrepparttar 105088 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




5 Levels of Decision Making

Written by J.T. Taylor, M.A.


Continued from page 1

QUESTION # 3. Who needs to be involved with this decision? Good leaders understand that making decisions goes far beyond being in charge and callingrepparttar shots. Decision making is also one ofrepparttar 105071 best developmental tools at their disposal. In order to create momentum around decisionsrepparttar 105072 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 ofrepparttar 105073 decision making process:

Level One: Leader makesrepparttar 105074 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 makesrepparttar 105075 decision with input from key stakeholders. The leader seeks input from key stakeholders, usually to cover blind spots and enhance their depth of understanding aroundrepparttar 105076 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, allowsrepparttar 105077 group to make a recommendation of whichrepparttar 105078 leader must finally approve. This level takes considerable skill and is where developing leaders often make mistakes. Solid decision makers are well versed inrepparttar 105079 skill sets of this level. Level Four: Delegaterepparttar 105080 decision to someone else. The authority and responsibility are clearly shifted away fromrepparttar 105081 leader (usually to a direct report). Bothrepparttar 105082 leader andrepparttar 105083 direct report live withrepparttar 105084 consequences - good or bad. The leader reviewsrepparttar 105085 decision, but does not change it and uses it as an opportunity for development. Level Five: True consensus. Leader fully delegatesrepparttar 105086 decision to a group (usually a committee). Ifrepparttar 105087 leader is part ofrepparttar 105088 committee then he/she is just one vote among many. The group processes allrepparttar 105089 decisions involved, compromises positions until everyone is in agreement. Strong leaders understandrepparttar 105090 process decisions must go through to be effective. As leaders move higher in organizationsrepparttar 105091 demand upon their time and influence also increases. Poor leaders userepparttar 105092 power of their position to make things happen. Whereas strong leaders userepparttar 105093 power of their position to draw others intorepparttar 105094 decision making process – thus always developingrepparttar 105095 bench strength ofrepparttar 105096 organization.

Action Point – Go throughrepparttar 105097 five levels and decide who you need to get involved (if anybody) to giverepparttar 105098 decision momentum and secure buy-in. Meet with them and ask for input on your decision, according torepparttar 105099 parameters listed inrepparttar 105100 five levels. Finally, executerepparttar 105101 decision and watchrepparttar 105102 benefits pour in.

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