What exactly will you say to members of your key target audience? Well, that depends largely on what changes in perception and, thus, behaviors you want. Your message must be clear as a mountain stream and, above all, factually believable and persuasive. It should be direct and as compelling as possible. Might help to try it out on one or two audience members and get their reactions.

Dare I call this part fun? Communications tactics, I mean? There are dozens available and they all will reach members of your key target audience with varying degrees of efficiency. You could use personal meetings, emails, letters-to-the-editor and brochures, or you could try open houses, speeches, radio interviews and even a news conference. There are many, many more.

But now, you can’t avoid this. You must once again interact with members of your key target audience or you will never know if your goal, strategy, message and communications tactics ever worked.

When you again meet with these individuals, you’ll be asking questions similar to your first opinion monitoring session.

Difference this time is that you’re hot on trail of altered perceptions because you know they will almost always lead to change in behavior you really want.

Does it look like you were successful in cleaning up that misconception? Or in rooting out that wrong but deep- seated belief? Or shooting big round holes in that mischievous rumor?

If you’re not happy with your progress, consider altering mix and frequency of your communications tactics. And don’t forget to take a hard look at your message. Was it REALLY clear? Did your facts and figures support your contention that rumor is not only unfair, but hurtfully wrong?

Finally, as noted at top of this piece, when members of your key audiences really understand you and your organization, good things usually happen. Things that really will put that smile on your face.

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Select one that logically flows from goal you established.

Now, you’re ready to write persuasive and compelling message you’ll be counting on to change perceptions and move your target audience behaviors in your direction.

It’s not an easy writing job. The message must be not only persuasive and compelling but very clear, direct and brief in its presentation. The facts and figures supporting WHY target audience members should alter their perception of your organization must be accurate and believable. It’s best to try out message on a few audience members first, then adjust if needed and commence public distribution.

Now, to mix metaphors, who will be your “beasts of burden,” or “foot soldiers?” In other words, which communications tactics will you use to carry that carefully constructed message to eyes and ears of key target audience members?

There are a lot of tactics available to you. Everything from letters and emails, personal contacts, face-to-face meetings and special events to brochures, press releases, speeches, broadcast interviews and a ton of others.

At this point, you will still not know if you’re making progress towards your public relations goal.

Which is why you must return to field and once again talk to those members of your key target audience. Ask questions very similar to those you used during your earlier information gathering.

The big difference second time around will be that you are watching closely for signs of changed perceptions, hopefully in your direction. Have misconceptions cleared up? Does it appear that inaccuracies have been corrected? Do you see signs that dangerous rumor has been defeated?

Not enough progress? Review mix and frequency of your communications tactics. And take a hard look at that all- important message. Measure it as to how well your facts and figures equip it to change minds and perceptions. Make adjustments and recommence firing!

What you’ve just completed is a first-class, “strategic” plan for managing perceptions and behaviors of your key external audiences. A plan that will have a large say in your personal success and, possibly, survival of your organization.

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Bob Kelly counsels, writes and speaks 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