The Sink Or Swim Approach To Leadership

Written by Lora J. Adrianse


Looking around in most corporate environments today you'll find mission, vision and values statements proudly displayed onrepparttar walls, in print materials and even engraved in granite. Often, they've invested a great deal of time; effort and expense in crafting justrepparttar 105131 right message to best describerepparttar 105132 foundational principles ofrepparttar 105133 company. I can't help but stop, take notice; and then wonder how this foundational wisdom is incorporated intorepparttar 105134 day-to-day operations. What's in it forrepparttar 105135 operational leaders to carry outrepparttar 105136 mission in ways that align withrepparttar 105137 vision and values? How are they taught to walkrepparttar 105138 talk?

Many operational leaders today were developed and promoted from insiderepparttar 105139 ranks ofrepparttar 105140 organization. In fact, most internally developed leaders were promoted without consideration ofrepparttar 105141 potential to lead and inspire others. They're "crowned" with a title and thrown intorepparttar 105142 corporate waters to sink or swim. Those that swim have enough stamina to figure out what it takes to stay above water. Those that sink are simply in over their heads and can't find a way to surface for air.

Public Relations: Why it Works

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 570 including guidelines and resource box. Robert A. Kelly © 2003.

Public Relations: Why it Works

The short answer is, it works best when its fundamental premise isrepparttar guide, which insures thatrepparttar 105129 primary focus of your public relations program isrepparttar 105130 behaviors of your most important outside audiences. Not less urgent matters like personalities, communi- cations tactics or administrative concerns.

PR strives to effectively managerepparttar 105131 perceptions and behaviors of your outside audiences withrepparttar 105132 goal of helping you achieve your organizational objectives.

Pretty important stuff.

But not difficult or complex.

Particularly when you get started onrepparttar 105133 right foot.

Namely, do an inventory and identify those groups of people whose behaviors have a clear impact on your organization.

Because how those folks think about you and your organization usually leads to those helpful/hurtful behaviors, job #1 is, find out how they perceive you right now.

You and your colleagues must monitor those perceptions, interact with those target audience individuals and pose lots of questions. What do you think of us? Have you ever had a problem with our service? But remain alert to signs of negativity like hesitant or evasive responses, misconceptions, rumors or inaccuracies.

With those responses in hand, you establish your public relations goal. For example, correct a specific inaccuracy, clear up that misconception, or neutralize a damaging rumor.

Next question: how do I get from here to there? You need a strategy. But in dealing with opinion change, you have just three possibilities. Create opinion/perception where there may be none, change existing opinion, or reinforce it.

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