Don't Put Up With "Junk PR"

Written by Robert A. Kelly


Continued from page 1

The question then becomes, how do you position this message so that it can do what it’s supposed to do? You select a strategy, of course. You’re in luck in that there are just three strategies from which to choose. Create perception/opinion where there really isn’t any, change existing perception, or reinforce it. When you choose your strategy, make sure it matchesrepparttar goal from which it flows.

Here, real work rears its ugly head. You must preparerepparttar 105089 message you hope will alter perception, and thus behaviors in your direction. No easy task but it really is “whererepparttar 105090 rubber meetsrepparttar 105091 road.” Imagine writing something that ends up changing somebody’s opinion? Now that’s satisfaction!

Butrepparttar 105092 message must highlightrepparttar 105093 truth in a credible manner while addressingrepparttar 105094 problem that came up when you monitored your target audience perceptions. Your message must make a compelling case for your point of view, and do so persuasively, with clarity, believability and in a compelling way.

Then you must throw that message to receivers inrepparttar 105095 end-zone. You must take advantage ofrepparttar 105096 long list of communications tactics available to you to carry that message torepparttar 105097 eyes and ears of members of your target audience. You can use facility tours, contests and press releases or speeches, media interviews, newspaper guest columns, emails and many, many others to dorepparttar 105098 job.

Your real challenge is deciding if you are making acceptable progress. Because you will probably balk at spending a lot of money on professional opinion research, you and your colleagues must then go back to your target audience members and askrepparttar 105099 same questions all over again.

What you want to see are indications that perceptions are changing, asrepparttar 105100 corrective elements of your message take effect.

Byrepparttar 105101 way, if things aren’t moving along fast enough for you, you can always add more tactics torepparttar 105102 effort as well as increasing their frequencies. It’s also a good idea to take another look at your message to make certain that it measures up as to factual support, clarity and impact.

Finally, you may be certain you have avoided “junk PR” when your public relations effort targetsrepparttar 105103 kind of stakeholder behavior change that leads directly to achieving your objectives.

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




Integrity in Management

Written by Arthur Cooper


Continued from page 1

You want to get work from your team, and for this they need to be motivated. They must want to producerepparttar results for you. They have to believe what you tell them. They have to know that you will be on their side when difficulties arise. They have to believe in you from a business point of view, and even if they do not necessarily like you on a personal level they must respect your integrity.

So be honest with your team at all times. Tell them what is required and make sure it is within their capabilities. Show them an example by your own efforts. If you promise rewards, make sure that they are delivered (and conversely, if you make a threat make sure that it is carried out if need be).

Speak up for your team to other management and in public. Defend them at all times against attack. Takerepparttar 105087 responsibility for their collective performance. Be prepared to defend one of your team who is under attack from elsewhere inrepparttar 105088 company. Keep your word at all times. Keep diciplinary matters private and confined to those directly concerned.

Straightforward honest dealings with your team will be appreciated, you can be sure of it. They will want to give you something in return. You cannot fail to get more from your team if you treat them properly. It isrepparttar 105089 wayrepparttar 105090 world works.

Arthur Cooper is a business consultant, writer and publisher. For his mini-course ‘Better Management’ go to: http://www.barrel-publishing.com/better_management.shtml


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