Managers Who Tap Into PR's Value

Written by Robert A. Kelly


Continued from page 1

To correct such aberrations before they morph into hurtful behaviors, you now selectrepparttar most serious negative perception. Fixing it becomes your public relations goal.

Of course, a PR goal without a strategy to show you how to get there, is like roast pork withoutrepparttar 104362 garlic. That’s why there are three such strategies especially designed to create perception or opinion where there may be none, or change existing perception, or reinforce it. Be careful that your new goal andrepparttar 104363 new strategy match each other. You wouldn’t want to select “change existing perception” when current perception is just right calling for a strategy of reinforcement.

Use your best writer to craft a compelling message carefully designed to alter your key target audience’s perception, as called for by your public relations goal.

Onrepparttar 104364 announcement itself, makingrepparttar 104365 corrective message a part of another announcement or separate presentation – could lend more credibility, deemphasizing repparttar 104366 fact that a correction is being made.

Nevertheless,repparttar 104367 corrective message itself must be very clear about what perception needs clarification or correction, and why. Your facts must be double-checked for accuracy and your position must be persuasive and believable if it is to holdrepparttar 104368 interest of members of that target audience, and really shift perception in your direction.

Selectingrepparttar 104369 tools you will count on to carry your persuasive new thoughts torepparttar 104370 attention of that external audience – I call such tools Beasts of Burden --will berepparttar 104371 easiest task you face.

Communications tactics are everywhere dense, as mathematicians say. They include letters-to-the-editor, brochures, press releases, speeches, radio and newspaper interviews, personal contacts, newsletters, group briefings and many others. But you must exercise caution when you pick your tactics. Look for evidence that they reachrepparttar 104372 same kind of people as those you call your target stakeholders?

Your colleagues will want to know whether progress is being made. And you’ll want to be ready for such queries by again monitoring perceptions among your target audience members. But here’srepparttar 104373 differencerepparttar 104374 second time around. Using questions similar to those used during your earlier monitoring session, you will now watch carefully for indications that audience perceptions are beginning to move in your direction. That’srepparttar 104375 kind of progress you’re looking for.

Lucky for us in PR., we can always putrepparttar 104376 pedal torepparttar 104377 metal by employing additional communications tactics, AND by increasing their frequencies.

Here are two survival tips: Keep your eyes on your most important external stakeholders,repparttar 104378 very groups of outside people who have such a big say in your success as a manager.

Then employ an action plan that helps you persuade those important outsiders to view thingsrepparttar 104379 way you do, and that leads them to behaviors that result inrepparttar 104380 success of your department, division or subsidiary.

end

Bob Kelly counsels, writes and speaks to managers about usingrepparttar 104381 fundamental premise of public relations to achieve their operating obectives. 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 ofrepparttar 104382 Interior, and deputy assistant press secretary, The White House. mailto:bobkelly@TNI.net Visit:http://www.prcommentary.com



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Written by Igor Vishnevskiy


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