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But there’s always a “but.” In this case, a PR goal without a strategy to show you how to get there, is like pasta without
sauce. So, you get to select one of three strategies especially useful for creating perception or opinion where there may be none, changing existing perception, or reinforcing it. But be careful that your new goal and new strategy compliment each other. After all, you wouldn’t want to select “change existing perception” when you have a good current perception suggesting a “reinforce” strategy.
Now let’s talk about writing ability. This is where your PR team must employ those writing skills and put together a compelling message. One designed to alter your key target audience’s perception, as called for by your public relations goal.
To boost message credibility, combine your message with a newsworthy announcement – or make it part of a different presentation. Helps downplay fact that something is being corrected.
Message clarity is paramount here, i.e., what perception needs clarification or correction and why? You must be truthful and your language must be persuasive, logical and believable. Experience tells us this is best way to hold attention of members of that target audience, and move perception in your direction.
Now let’s talk about tools you will use to carry this persuasive message to attention of that external audience (I call such tactics “beasts of burden”).
This should be easiest part of your PR effort because there is an endless selection of communications tactics available such as group briefings, letters-to-the-editor, brochures, press releases and personal contacts. Or possibly, radio and newspaper interviews, speeches, newsletters, and many others.
A word here. Be careful about tactics you select. Is there a clear record of how effectively they actually reach people similar to those you call your target stakeholders?
At this point, you’ll want to anticipate queries about progress by beginning your second perception monitoring session among members of your target audience. There is, however, a considerable difference second time around. Using questions similar to those used during your earlier monitoring session, you now will be alert for signs that audience perceptions are beginning to move in your direction. Fortunately, that means progress.
Yes, we are also lucky in PR business that we can move almost any program along at a faster rate by using additional communications tactics, AND by increasing their frequencies.
Remember to keep your attention focused sharply on very groups of outside people – your key external stakeholders -- who play such a major role in just how successful a manager you will be.
And by all means, use a workable blueprint such as that mentioned earlier. One that helps you persuade those important outside stakeholders to your way of thinking, then moves them to take actions that lead to success of your department, division or subsidiary.
Bob Kelly counsels, writes and speaks to managers about using the 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 communications, U.S. Department of the Interior, and deputy assistant press secretary, The White House. mailto:bobkelly@TNI.net Visit:http://www.prcommentary.com
