Managers and PR: One Thing Is Clear

Written by Robert A. Kelly

Please feel free to publish this article and resource box in your ezine, newsletter, offline publication or website. A copy would be appreciated at Word count is 1195 including guidelines and resource box. Robert A. Kelly © 2004.

Managers and PR: One Thing Is Clear

As a business, non-profit or association manager, you have a clear choice when you set up your public relations. Arrange your resources to generate a variety of product and service plugs on radio, and in newspapers and in magazines. Or, use a broader, more comprehensive and workable public relations blueprint to alter key external audience perceptions that lead to changed behaviors – behaviors you will need to reach your managerial objectives.

Which is why it also seems clear that your department, division or subsidiary can fail or succeed depending on how well you employ a crucial dynamic like this one: persuade your key external stakeholders withrepparttar greatest impacts on your organization to your way of thinking, then move them to take actions that help your unit succeed.

Best place to start is withrepparttar 125421 blueprint itself: People act on their own perception ofrepparttar 125422 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-actionrepparttar 125423 very people whose behaviors affectrepparttar 125424 organizationrepparttar 125425 most,repparttar 125426 public relations mission is accomplished.

As you can see, because they are important, publicity placements are still part ofrepparttar 125427 blueprint – they just are not, and should not berepparttar 125428 tail that wagsrepparttar 125429 PR dog.

So, if this approach to public relations is of interest, you may be amazed at what could happen. Fresh proposals for strategic alliances and joint ventures; Customers starting to make repeat purchases, and even prospects starting to do business with you; welcome bounces in show room visits; rising membership applications, and community leaders beginning to seek you out; new approaches by capital givers and specifying sources not to mention politicians and legislators viewing you as a key member ofrepparttar 125430 business, non-profit or association communities.

Who shouldersrepparttar 125431 work needed to produce such results? Your own full-time public relations staff? A few folks assigned byrepparttar 125432 corporate office to your unit? An outside PR agency team? No matter where they come from, they need to be committed to you, torepparttar 125433 PR blueprint and to its implementation, starting with key audience perception monitoring.

Please keep in mind that simply because someone describes him/herself as a public relations person doesn’t guarantee they’ve boughtrepparttar 125434 whole shebang. So by all means make certainrepparttar 125435 public relations people assigned to your unit really believe – deep down -- why it’s SO important to know how your most important outside audiences perceive your operations, products or services. Make sure they acceptrepparttar 125436 reality that perceptions almost always lead to behaviors that can help or hurt your unit.

Layout your plan – your blueprint -- for monitoring and gathering perceptions by questioning members of your most important outside audiences. Questions like these: how much do you know about our chief executive? Have you had prior contact with us and were you pleased withrepparttar 125437 interchange? How much do you know about our services or products and employees? Have you experienced problems with our people or procedures?

Use professional survey firms inrepparttar 125438 perception monitoring phases of your program if you can afford them. But your PR people are also inrepparttar 125439 perception and behavior business and can pursuerepparttar 125440 same objective: identify untruths, false assumptions, unfounded rumors, inaccuracies, misconceptions and any other negative perception that might translate into hurtful behaviors.


Written by Rita Ballard

The older I getrepparttar more obvious it becomes to me how much I've changed. Sometimes I wonder if those who've known me for a while can see it too.

I believe that we are different people at different stages of our lives. We carry aroundrepparttar 125420 same basic 'shell', that's true, but even that changes. I look at myself inrepparttar 125421 mirror and there is almost nothing recognizable left of that 20 or 30 year old young woman that I used to be. And onrepparttar 125422 inside, I have definitely become a very different person.

I remember what it felt like when I was that age;repparttar 125423 things that I stressed out about, my hopes, dreams, plans, and fears - I can easily bring back those particular feelings. But I am so far removed from that young person that it feels like memories from someone else. Everything has changed. I've acquired some interesting characteristics.

I think I finally understand what wisdom means. I can actually see myself having some of it. I'm always surprised when I say something that has my experience of years behind it. Could this be wisdom speaking? Patience, something I used to think I would never have, has visited me at last; sometimes it leaves me, but it always comes back. I never knew patience as a younger person. How did I become someone who hasrepparttar 125424 capacity to wait? And I no longer have to have it all, and right now; sometimes, I notice that I don't even want it.

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