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 1155 including guidelines and resource box. Robert A. Kelly © 2004. Same Old, Same Old PR Still Tops
Like human nature over time,
power of good public relations remains same.
Whether you are a manager working for a business, a non-profit or an association, at some point, you will want, or need to create outside stakeholder behavior change – kind that leads directly to achieving your managerial objectives.
Fortunately, you can get that job done by doing something positive about behaviors of those external audiences that MOST affect your organization. And do so by persuading those important outside folks to your way of thinking, and moving them to take actions that help your department, division or subsidiary succeed.
Fact is, your public relations push must involve more than special events, brochures and news releases if you really want to get your money’s worth.
The fundamental premise of public relations says as much when it highlights reality that 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.
That premise, that blueprint, really promises results. From new proposals for strategic alliances and joint ventures; rebounds in showroom visits, membership applications on rise; community service and sponsorship opportunities, to capital givers or specifying sources looking your way; enhanced activist group relations, and expanded feedback channels; not to mention new thoughtleader and special event contacts.
Even, conceivably, results like stronger relationships with educational, labor, financial and healthcare communities; prospects starting to work with you; customers making repeat purchases, and improved relations with government agencies and legislative bodies.
That’s a lot of results from even a high-impact blueprint.
It almost goes without saying that your PR crew – agency or staff – must be committed to you as senior project manager, to PR blueprint and its implementation, starting with target audience perception monitoring.
Be wary of PR people who describe themselves as “totally on board program.” That doesn’t mean they’ve bought into whole effort. Convince yourself that your team members honestly believe why it’s SO important to know how your most important outside audiences perceive your operations, products or services. Assure yourself that they buy reality that perceptions almost always lead to behaviors that can help or hurt your unit.
Then, take time to go over PR blueprint in detail with your PR team, especially plan for monitoring and gathering perceptions by questioning members of your most important outside audiences. Questions like these: how much do you know about our organization? How much do you know about our services or products and employees? Have you had prior contact with us and were you pleased with interchange? Have you experienced problems with our people or procedures?
