PR: Let's Talk Fundamentals

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 bobkelly@TNI.net. Word count is 840 including guidelines and resource box. Robert A. Kelly © 2003.

PR: Let’s Talk Fundamentals

How much more fundamental can you get than this? As a business, non-profit or association manager, if you don’t get your most important outside audiences on your side, you will fail.

To me, failure means key target audiences that don’t behave as you want them to. For example, capital donors or specifying sources who lookrepparttar other way, customers who fail to make repeat purchases, community leaders working closely with your competitors, prospects still doing business with others, organizations looking elsewhere to propose new strategic alliances and joint ventures, and even legislators and political leaders overlooking you as a key member ofrepparttar 105034 non-profit, association or business communities.

All that can change in a New York minute when you base a public relations effort on this simple premise: People act on their own perception ofrepparttar 105035 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 those people whose behaviors affectrepparttar 105036 organization,repparttar 105037 public relations mission is accomplished.

The primary benefit of that premise to you as a business, non-profit or association manager isrepparttar 105038 kind of key stakeholder behavior change that leads directly to achieving your objectives.

And that’s very doable. Especially when you takerepparttar 105039 time to list your most important external audiences, then prioritize them according torepparttar 105040 impacts they have on your organization.

The real key to success using this premise is actually gathering information as to how members of your key, external audience perceive your organization.

If you haverepparttar 105041 resources available and can afford professional survey help, fine. If, however, like most of us you don’t,repparttar 105042 best alternative is for you or your colleagues to begin interacting with audience members. Ask many questions starting with, “Have you heard of us? What do you think of us, if at all? Have you ever done business with us? Why do you feelrepparttar 105043 way you do?”

Listen carefully for signs of negativity, and watch for untruths, false assumptions, inaccuracies, misconceptions or flagrant rumors.

Mind the Gap

Written by Linda LaPointe


Mindrepparttar Gap The underground train in London can get you anywhere when you know how to maneuver allrepparttar 105033 options. Like our subways, London under ground is a busy place. When your train arrives and comes to a stop, you move forward withrepparttar 105034 crowd, waiting for your turn to get onrepparttar 105035 train. A man’s voice drones from overhead, warning you over and over: “Mindrepparttar 105036 gap. . . mindrepparttar 105037 gap.” There is a crack of about 4 – 8 inches betweenrepparttar 105038 platform andrepparttar 105039 train, where any number of things could fall through. You could lose anything in it: a shoe, a foot, change, a purse could fall into that gap and never be seen again. There is also a small difference in height that could trip you up, so you may need to step up or down a bit asrepparttar 105040 train will probably not be level withrepparttar 105041 platform. So every few seconds, oncerepparttar 105042 train arrives,repparttar 105043 kind gentleman reminds you to pay attention to that gap. And you do because he sounds so arresting and credible. Mind your gap Managers need to be reminded to mindrepparttar 105044 gap, too. We need to develop staff who know how to handle all those situations that fall betweenrepparttar 105045 cracks. When not minded, these gaps can cause people to falter or cause any number of losses. Today’s workers handle more unpredictable situations than ever. The solutions for most of these are

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