When Tactics Are Not Enough

Written by Robert A. Kelly


Continued from page 1

So, becauserepparttar obvious objective here is to correct those same untruths, inaccuracies, misconceptions and false assumptions, you now selectrepparttar 105023 specific perception to be altered, and that becomes your public relations goal.

But a PR goal without a strategy to show you how to get there, is like a Mint Julep withoutrepparttar 105024 mint. That’s why you must select one of three strategies especially designed to create perception or opinion where there may be none, or change existing perception, or reinforce it. The challenge here (a small one) is to insure thatrepparttar 105025 goal and its strategy match each other. You wouldn’t want to select “change existing perception” when current perception is just right suggesting a “reinforce” strategy.

Now you must morph into a writer, if you are not already endowed with that talent, and prepare a compelling message carefully designed to alter your key target audience’s perception, as called for by your public relations goal.

You may find that combining your corrective message with another newsworthy announcement of a new product, service or employee will lend credibility by not overempha- sizingrepparttar 105026 correction.

Your corrective message should contain several values, clarity for example. It must be clear about what perception needs clarification or correction, and why. And your facts must be truthful, of course. In addition, your position must be logically explained and believable if it is to holdrepparttar 105027 attention of members of that target audience, and actually move perception in your direction.

At last,repparttar 105028 easy part – selectingrepparttar 105029 “beasts of burden” –repparttar 105030 communications tactics you will harness to carry your persuasive new thoughts torepparttar 105031 attention of that external audience.

The tactics list is a long one. It includes letters-to-the-editor, brochures, press releases and speeches. Or, you might select others such as radio and newspaper interviews, personal contacts, facility tours or customer briefings. There are dozens awaiting your pleasure.

Sooner rather than later, your colleagues will ask you if any progress is being made. By which time you will already be striving to answer that question by again monitoring perceptions among your target audience members. Using questions similar to those used during your earlier monitoring session, you will now look sharply for indications that audience perceptions are beginning to move in your direction.

Fortunately, you can always putrepparttar 105032 pedal torepparttar 105033 metal by employing additional communications tactics, AND by increasing their frequencies.

But, as this article suggests, concentrating on tactics is important, but only atrepparttar 105034 right moment. What must come first is an aggressive public relations plan that (as, by now, you have no doubt surmised) targetsrepparttar 105035 kind of key stakeholder behavior change that leads directly to achieving your objectives.

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Bob Kelly counsels, writes and speaks to business, non-profit and association managers 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


So, Why Don't You Tell Me About Yourself?

Written by Linda Matias


Continued from page 1

3. Tie your response torepparttar needs ofrepparttar 105022 hiring organization. Don't assume thatrepparttar 105023 interviewer will be able to connect allrepparttar 105024 dots. It is your job asrepparttar 105025 interviewee to make surerepparttar 105026 interviewer understands how your experiences are transferable torepparttar 105027 position they are seeking to fill.

Sample tie-in: Because of my proven experience in leading sales teams, Craig Brown suggested I contact you regarding your need for a sales manager. Craig filled me in onrepparttar 105028 challenges your sales department is facing.

4. Ask an insightful question. By asking a question you gain control ofrepparttar 105029 interview. Don't ask a question forrepparttar 105030 sake of asking. Be sure thatrepparttar 105031 question will engagerepparttar 105032 interviewer in a conversation. Doing so will alleviaterepparttar 105033 stress you may feel to perform.

Sample question: What strategies are currently underway to increase sales and morale withinrepparttar 105034 sales department?

There you have it - a response that meetsrepparttar 105035 needs ofrepparttar 105036 interviewer AND supports your agenda.

When broken down into manageable pieces,repparttar 105037 question, "So, tell me about yourself?" isn't overwhelming. In fact, answeringrepparttar 105038 question effectively gives yourepparttar 105039 opportunity to talk about your strengths, achievements, and qualifications forrepparttar 105040 position. So take this golden opportunity and run with it!

Recognized as a career expert, Linda Matias brings a wealth of experience to the career services field. She is President of CareerStrides and The National Resume Writers' Association. Visit her website at www.careerstrides.com or email her at careerstrides@bigfoot.com


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