Move Key Audiences to Actions You Want

How?

Try a blueprint like this: 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.

It seems worth effort when you get results like fresh proposals for strategic alliances and joint ventures; prospects starting to do business with you; welcome bounces in show room visits; membership applications on rise; customers starting to make repeat purchases; community leaders beginning to seek you out; capital givers or specifying sources beginning to look your way, and even politicians and legislators starting to view you as a key member of business, non-profit or association communities.

But winners don’t pull it off by themselves. First, they find out who among their important outside audiences is behaving in ways that help or hinder achievement of their objectives. Then they list them according to how severely their behaviors affect their organization.

Next they take steps to learn exactly how most members of their key outside audience think about their organization. And by way, they make certain their entire PR team buys into crucial importance of knowing for sure how their outside audiences perceive their operations, products or services. And they dig deep to ensure they REALLY accept reality that perceptions almost always lead to behaviors that can damage your operation.

When it’s time to activate PR blueprint, monitor and gather perceptions by questioning members of your most important outside audience. Ask questions like these: how much do you know about our organization? Have you had prior contact with us and were you pleased with interchange? How much do you know about our services or products and employees? Have you experienced problems with our people or procedures?

Starting his journey by standing tall on stump, squirrel hurriedly looks side to side. When he’s certain it is safe he leaps into grass, jumping then running to a group of nuts nestled beneath a medium-size pine. There he briefly pauses to make his choice. Selecting one pine nut in his teeth, he darts back to stump with a run-jump motion. Once again standing tall, he looks for competitors or predators before quickly popping his prized provision into his nest and beginning process all over again.

Like that squirrel, people often hide what they consider important to their personal survival in corporate world. It’s called information. Hording bits and pieces, they act as if information alone is a work-life sustaining nutrient. The more information nuggets they have, safer or more powerful they think they’ll be. And while those nuggets might help someone survive in a corporate culture where information is a bartered commodity, long term it won’t help them thrive. Here’s why.