When Tactics Are Not Enough

Your public relations people are busy. The buzz is all about hits on a radio show or mentions in a newspaper column. Or, which to do first, trade show exhibit or video clip. All useful tactics, but hardly detailed planning needed to REALLY do something about behaviors of those outside audiences that impact you most.

Without that planning, those changes in target audience behaviors you’ll almost certainly need to achieve your objectives is unlikely to come about. And that just shouldn’t happen.

Here’s a simple plan that can get everyone working towards same external audience behaviors, and put public relations effort back on track. 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.

Which makes this worth mentioning one more time: whether you are a business, non-profit or association manager, you need what that fundamental premise promises – kind of key stakeholder behavior change that leads directly to achieving your objectives.

I’m talking about behavior changes like community leaders beginning to seek you out; customers starting to make repeat purchases; organizations proposing strategic alliances and joint ventures; prospects starting to do business with you; politicians and legislators unexpectedly viewing you as a key member of business, non-profit or association communities; and even capital givers or specifying sources beginning to look your way.

It all starts when you sit down and actually list those outside audiences of yours who behave in ways that help or hinder you in achieving your objectives. Then prioritize them by impact severity. Now, let’s work on target audience in first place on that list.

At moment, you are presumably data-challenged because you are probably not aware of just how most members of that key outside audience perceive your organization.

Interviewers use interview process as a vehicle to eliminate your candidacy. Every question they ask is used to differentiate your skills, experience, and personality with that of other candidates. They want to determine if what you have to offer will mesh with organization's mission and goals.

If answered with care, your response to question, "So, why don't you tell me about yourself?" could compliment interviewers needs as well as support your agenda. This is a question you should be prepared to answer as opposed to attempting to "wing it".

Follow four easy steps outlined below to ensure your response will grab interviewers attention.

1. Provide a brief introduction. Introduce attributes that are key to open position.

Sample introduction: During my 10 years' of experience as a sales manager, I have mastered ability to coach, train, and motivate sales teams into reaching corporate goals.

2. Provide a career summary of your most recent work history. Your career summary is "meat" of your response, so it must support your job objective and it must be compelling. Keep your response limited to your current experience. Don't go back more than 10 years.