Donald works for a small weekly newspaper. He likes his job and his employer, Jeanne. He doesn't get paid much, but he likes his work. His only problem is that he's being asked to shoulder an increasingly large share of responsibilities around office. If there's a late-breaking story that has to be covered or a page that has to be laid out again, job always seems to fall in Donald's lap. He feels he is being taken advantage of; everyone knows they can rely on "good old Donald." But he's afraid that if he speaks his mind, he may jeopardize cordial relationship he enjoys with Jeanne. So he bites bullet and never broaches subject. "There are a lot worse jobs out there," he rationalizes.

Bill, a participant in one of my negotiation training seminars, told us of an old, rust-eaten vehicle that he had advertised for $1,300, never dreaming he'd get it. A young man (we'll call him Paul) came to see car, and he and Bill immediately established a good rapport. They talked about sports and hobbies and atmosphere could hardly have been more cordial. When discussion turned to car, Bill readied himself for a negotiation. Instead, Paul just said, "Well, you're a nice guy so I guess I can buy it for $1,300."

What is going on here? Why are so many people reluctant to negotiate? Fear. But what are they afraid of? It's not a fear of losing. By not negotiating they have already lost all they can. So what is it that so many people are afraid of?

Sarah is afraid of making a bad impression. Donald is afraid of upsetting applecart. Paul is afraid of looking like a bad guy.

When You Negotiate You Don't Make a Bad Impression, You Earn Respect

Tough bargaining actually earns respect. A friend of mine is an manager who interviews and hires a lot of people. He told me a story once about a woman he was about to hire for a middle-level management position. He was fairly certain she was his top choice but he said that he couldn't be certain until he had discussed salary with her. "Why?" I asked.

"Because I want to see how she handles salary negotiation. I'll have serious doubts about her if she just takes what I offer. If she doesn't think enough of herself to push me at least a little, she probably isn't best person for job."

"So you don't get annoyed when people negotiate salary with you?" "Not at all. On contrary, it indicates a self-assurance and confidence that I value very highly in our employees."

There we have it, right from mouth of someone who hires lots of people. Whether we're negotiating with an employer, a landlord, or anyone else, we've been brainwashed into believing that if we stand up and bargain for ourselves we'll make enemies, make a bad impression and ruin any chance of getting along.

Add Some Firepower to your PR

Sure, as tactics usually presented to business, non-profit and association managers, special events, brochures and news releases are fine.

But they’re not high-octane PR firepower you need to deliver growth results like new proposals for strategic alliances and joint ventures; accelerating prospect contacts; rising membership applications; customers making repeat purchases; rebounds in showroom visits, or capital givers and specifying sources looking your way.

As you add such firepower, you should see stronger relationships with educational, labor, financial and healthcare interests; new community service and sponsorship opportunities; improved relations with government agencies and legislative bodies; enhanced activist group relations, and expanded feedback channels, not to mention new thoughtleader and special event contacts.

And here’s key that can unlock such a bonanza, underlying premise of public relations: people act on their own perception of facts before them, which leads to predictable behaviors about which something can be done. When we create, change or reinforce that opinion by reaching, persuading and moving-to-desired-action very people whose behaviors affect organization most, public relations mission is accomplished.

There seems little doubt that you as a manager work hard to insure that your most important outside audiences see your operations, products or services in best possible light. Which is why you need to assure yourself that your PR people are totally on board this effort. Be especially careful that they accept reality that perceptions almost always lead to behaviors that can help or hurt your unit.

Because you will need to monitor perception by questioning members of your most important outside audiences, take some time to review PR blueprint in detail with your staff. Consider questions like these: how much do you know about our organization? How much do you know about our services or products and employees? Have you had prior contact with us and were you pleased with interchange? Have you experienced problems with our people or procedures?

You have a choice as to who handles perception monitoring phases of your program. Of course professional survey people can do job, IF budget is available. But fortunately, your PR people are also in perception and behavior business and can pursue same objective: identify untruths, false assumptions, unfounded rumors, inaccuracies, misconceptions and any other negative perception that might translate into hurtful behaviors.