Managers Who Leave PR to Others

You’re a business, non-profit or association manager who needs to achieve your organizational objectives on schedule. Since public relations should be helping you do just that, why leave it wholly in hands of others?

In your own best interest, get personally involved in your public relations effort and ask PR team servicing your department, division or subsidiary a few questions.

Are they focused on a workable, comprehensive plan for producing those key external audience behaviors like customers coming back for repeat purchases; new prospects starting to sniff around; capital donors asking for more information, and others deciding to specify your services or products, and similar good stuff?

Ask PR folks how they feel about using fundamental premise of public relations as a guide to PR work they are doing for you. For that matter, what do you think about these two sentences? 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.

The nice thing about that premise is that it shines PR spotlight directly on those outside groups of people with a large say about how successful you’re going to be – namely, on your key external target audiences.

Then ask your PR team how they feel about using these tools to capture perceptions, and thus behaviors of your most important outside audiences.

For example, do you and your PR people really know how your organization is perceived by those target audiences, and are you all really aware of behaviors that flow from those perceptions?

Because that’s where rubber meets road – target audience behaviors that help or hinder you in achieving your operating objectives.

To find out what target audience members think about your organ- ization, you and your PR team must interact with them and ask a lot of questions. The alternative is to spend considerable money on professional survey work, but let’s assume that’s not really an alternative at this point in budget cycle.

Michael Gerber, author of "The E-Myth: Why Most Small Businesses Don't Work and What To Do About It", says that 40% of businesses fail in their first year. 80% fail within their first five years.

THEY RAN OUT OF CASH.

Don't let this happen to you.

Here are 10 Rules to help you take control of your cash flow so you can create business you have always dreamed of.

1. Never Run Out of Cash.

Running out of cash is definition of failure in business. Make commitment to do what it takes so it does not happen to you.

2. Cash Is King

It's important to recognize that cash is what keeps your business alive. Manage it with care and attention it deserves. It's very unforgiving if you don't.

Remember, Cash Is King, because No Cash = No Business.

3. Know Cash Balance Right Now.

What is your cash balance right now? It's absolutely critical that you know exactly what your cash balance is.

Even most intelligent and experienced person will fail if they are making business decisions using inaccurate or incomplete cash balances. That's reason why business failures are not limited to amateurs or people new to business world.

4. Do Today's Work Today.

The key to keeping an accurate cash balance in your accounting system is to do today's work today. When you do this, you will have numbers you need - when you need them.

5. Either You Do Work or Have Someone Else Do It.

Here is a simple rule to follow to make sure you have an accurate cash balance on your books. You do work or have someone else do it.

Those are only two choices you have. The work must be done. It's like mowing lawn. You can't just ignore it. Someone has to do it. That means either you do it or you have someone else do it.