Also keep this in mind: First impressions die hard. Once we've been tagged as patsies, it can be awfully hard to shake label. The more firmly entrenched we get in role of a patsy, harder it becomes for us to break out and stand up for ourselves.

Negotiating Ethically But Firmly Will Not Injure A Relationship

Donald at newspaper stopped himself from negotiating with Jeanne because he was afraid of upsetting applecart. He had a good rapport with his boss, and he was afraid he'd really disrupt it if he suddenly changed his style and began asserting his own needs. For her part, Jeanne probably reinforced his fear by continuously talking about "team effort" and how wonderful it was that "we're just one big happy family."

If you find yourself in a like predicament, try to step back and put it all in perspective. Are you really out to wreck this person's world? No. Do you really want to upset whole applecart? No. All you want are apples you deserve. The other person, of course, may try to "guilt-peddle" you into thinking that you are upsetting whole applecart, hoping to make you retreat from your position. Don't pay any mind. Stand firm. Once you clearly establish that you're not backing off, other person will have to negotiate with you. The nature of your relationship may change as they realize you're no longer a pushover, but change will be a positive one. The end result will be a relationship based on mutual respect, not one-sided manipulation.

Fear of Being The Bad Guy

If Paul could've brought himself to say, "That's a little more than I was looking to pay for a car," Bill surely would've come down from $1,300. Why did Paul leave himself no chance of shaving some bucks off price? He was afraid of switching hats, that is, of exchanging nice white hat of friendly banter for what he saw as black hat of give-and-take bargaining.

Nonsense. Bill was expecting a negotiation. Of course, it is a really good idea to build a positive relationship at start of any negotiation. Once that is done, however, it is normal to move into hard bargaining. Hard bargaining can and should be conducted in a friendly manner but it is still hard bargaining and it is fully appropriate.

So Lets Negotiate - Only Good Things Will Happen If You Do

When we play a game like tennis or chess, we play to win, and if we succeed, we don't make an enemy in process. The same is true of negotiation. We're out to meet our needs and we give it all we've got, but when it's over, that's it. As long as we keep it friendly and don't pull out any dirty tricks, there's no reason in world that a negotiation should engender any bad feelings or result in any ongoing enmity. So go for it. You're merely attempting to fulfill your own legitimate needs.

(c) Michael Schatzki - 2004. All rights reserved.

Yes, your strategy now will show you how to get there. But remember that you have only three strategic choices when it comes to handling a perception or opinion challenge: create perception where there may be none, change perception, or reinforce it. As luck would have it, a bad strategy pick will taste like sauteed prunes, so be certain new strategy fits well with your new public relations goal. For example, you don’t want to select “change” when facts dictate a “reinforce” strategy.

Here you must persuade an audience to your way of thinking by creating just right, corrective language. Which is why we’re looking for words that are compelling, persuasive and believable AND clear and factual. This is a must if you are to straighten out a perception by shifting opinion towards your point of view, thus leading to behaviors you desire.

Now we pick out communications tactics most likely to carry your words to attention of your target audience. Get input from your communications specialists and review your message for impact and persuasiveness. There are dozens of available tactics ranging from speeches, facility tours, emails and brochures to consumer briefings, media interviews, newsletters, personal meetings and many others. Just be sure that tactics you pick are known to reach folks just like your audience members.

Unfortunate but true, credibility of a message can depend on how it’s delivered. So you might think about introducing it to smaller gatherings rather than using higher-profile communications such as news releases or talk show appearances. When topic of a progress report is suggested, you know it’s time for you and your PR folks to return to field for a second perception monitoring session with members of your external audience. The same questions you used in first benchmark session will do nicely once again. But this time, you’ll be watching carefully for signs that your communications tactics have worked and that negative perception is being altered in your direction.

If patience seems in short supply, things can always be gunned with a broader selection of communications tactics AND increased frequencies.

High-octane PR firepower makes all difference once you decide to do something positive about behaviors of those important outside audiences of yours that most affect your operation.

You’ll do it by creating external stakeholder behavior change leading directly to achieving your managerial objectives. And by persuading those key outside folks to your way of thinking, thus moving them to take actions that allow your business, non-profit or association to succeed.

end

Bob Kelly counsels managers about using fundamental premise of public relations to achieve their operating objectives. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communi- cations, U.S. Department of Interior, and deputy assistant press secretary, The White House. mailto:bobkelly@TNI.net Visit:http://www.prcommentary.com