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In my experience,
key question about that central function was, and still is “What do both internal and external clients want from us?” I believe they want us to apply our special skills in a way that helps them achieve their business objectives. But no matter what strategic plan we create to solve a problem, no matter what tactical program we put in place, at end of day public relations professional must modify somebody’s behavior if we are to earn our money.
That’s right, modify somebody’s behavior. But, on way we must do everything necessary to reach our target audiences, and to nurture relationships between those audiences and client’s business by burnishing reputation of company, its products and services. We’ll do our best to persuade those audiences to do what client wishes them to do. And, while seeking public understanding and acceptance of our client, we’ll insure that our joint activities not only comply with law, but clearly serve public interest. Then, we pull-out all tactical stops to actually move those individuals to action. Our client will be pleased that we have brought matters to this point.
But, when that client measures our real effectiveness, I suggest that he or she will be fully satisfied with those public relations results only when our “reach, persuade and move-to-action” efforts produce a visible, and desired, modification in behaviors of those people our client wishes to influence. In my view, here is central, strategic function of public relations – basic context in which we must operate – and one that is best learned at beginning of your career.
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Bob Kelly, public relations consultant, was director of public relations for Pepsi-Cola Co.; AGM-Public Relations, Texaco Inc.; VP-Public Relations, Olin Corp.; VP-Public Relations, 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
