I address this article to businesses, associations, non-profits and public entity managements seeking a direct connection between money they’re planning to spend on public relations, and achievement of their organizational objectives.We can save a lot of time – you and I – if we can agree on one point: I believe that deep down – and I mean DEEP down – most chief executives understand that doing something about behaviors of their most significant external audiences can rank in importance right up there with increased sales and earnings.
Whether they do anything about it or not is another question. But I believe many sense – as do legislators who know they cannot govern without consent of governed – that managements cannot “govern” their enterprises without support and understanding of their most important audiences. I refer to audiences such as members, supporters, customers, sponsors, prospects, regulators, employees, thoughtleaders, public interest groups, journalists, suppliers, strategic partners, educators, trade unions, community residents and like.
If I’m right, there are some bright days ahead in this brand new century not only for public relations people but world commerce as well.
Fortunately for all concerned, that success will spring from fundamental premise of public relations: people act on their own perception of facts, and those perceptions lead to behaviors about which something can be done. When public relations creates, changes or reinforces that opinion by reaching, persuading and moving-to-desired-action those people whose behaviors affect organization, public relations effort is a success.
What that should mean to a CEO seems obvious. “I guess that money I’m spending on public relations really could result in kind of change in behaviors of my key stakeholders that leads directly to achievement of my organizational objectives.”
That conclusion will let us do what we do best – reach those key audience perceptions with facts as we know them. Hopefully, messages we use will be clear and persuasive, and will create, change or reinforce perceptions as needed, then alter behaviors in employer/client’s direction.
When problem solving sequence is completed, that particular public relations mission is accomplished. However, we must constantly guard against simply emphasizing those communications tactics we fervently HOPE will reach target audience. Instead, we must go further and actively track how well those tactics and persuasive messages are altering perception of that target audience. And then monitor to what degree audience behaviors have moved in our direction.
This matters in a very important way. Management really CAN establish desired behavior change up front in planning phase, then insist on getting that result before pronouncing public relations effort a success.
What that means is that management’s comfort level with their public relations investment will increase when that investment produces behavior modification they said they wanted at beginning of program. Because they’ll KNOW they’re getting their money’s worth.
This is powerful stuff! A chief executive of an association, a business, a non-profit and even a public entity can work with his or her public relations counsel and agree in planning phase what they must do to achieve a specified adjustment in behaviors of a really important external audience.