Managers Who Tap Into PR's Value

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Robert A. Kelly © 2004.

Managers Who Tap Into PR’s Value

Business, non-profit and association managers get a ton
of satisfaction when they do something really positive
about the behaviors of those outside audiences that most
affect their operation. Especially when they deliver external
stakeholder behavior change, the kind that leads directly
to achieving their managerial objectives; and even more so
when they persuade those important outside folks to their
way of thinking, then move them to take actions that help
their department, division or subsidiary succeed.

Or, if this doesn’t sound all that familiar, is the money you
spend on public relations pretty much dedicated to buying
personnel mentions in the newspaper and product plugs
on radio talk shows?

Want to branch out a bit and get some core PR benefits?

Start with the fundamental premise of public relations and
make sure your PR effort sticks closely to that blueprint.
Here, take a quick read: people act on their own perception
of the 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 the very people whose behaviors affect the
organization the most, the public relations mission is
accomplished.

Then look at the results that could come your way. Welcome
bounces in show room visits; community leaders beginning
to seek you out; prospects newly interested in doing business
with you; capital givers or specifying sources beginning to
look your way; fresh proposals for strategic alliances and joint
ventures; membership applications on the rise; customers
starting to make repeat purchases; politicians and legislators
beginning to view you as a key member of the business, non-
profit or association communities; and even employee
retention rates moving up.

For openers, here are two suggestions for wringing every last
benefit out of your public relations budget. 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. Let’s work on the number one target audience on that
list.

Human nature being what it is, you probably haven’t spent
much time or effort finding out what most members of that
key outside audience think about your organization. You
would, however, have these data if you had been regularly
sampling target audience perceptions, insuring that these
important numbers are handy when you really need them.

But assuming you don’t have the budget to accommodate a
professional survey team, you and your colleagues will have
to monitor those perceptions yourselves. And that means
meeting with members of that outside audience and interacting
with them by asking questions like “Have you ever met anyone
from our organization? Was it a satisfactory experience?
How much do you know about our services or products?”

Keep your eyes peeled for negative statements, especially
evasive or hesitant replies. And stay alert for false assumptions,
untruths, misconceptions, inaccuracies and potentially damaging
rumors. You’ll need to correct any that you discover because
experience shows they usually lead to negative behaviors.

To correct such aberrations before they morph into hurtful
behaviors, you now select the most serious negative perception.
Fixing it becomes your public relations goal.

Of course, a PR goal without a strategy to show you how to get
there, is like roast pork without the garlic. That’s why there
are three such strategies especially designed to create
perception or opinion where there may be none, or change
existing perception, or reinforce it. Be careful that
your new goal and the new strategy match each other. You
wouldn’t want to select “change existing perception”
when current perception is just right calling for a strategy
of reinforcement.

Use your best writer to craft a compelling message
carefully designed to alter your key target audience’s
perception, as called for by your public relations goal.

On the announcement itself, making the corrective
message a part of another announcement or separate
presentation – could lend more credibility, deemphasizing
the fact that a correction is being made.

Nevertheless, the corrective message itself must be very
clear about what perception needs clarification or correction,
and why. Your facts must be double-checked for accuracy
and your position must be persuasive and believable if it
is to hold the interest of members of that target audience,
and really shift perception in your direction.

Selecting the tools you will count on to carry your
persuasive new thoughts to the attention
of that external audience – I call such tools Beasts of
Burden --will be the easiest task you face.

Communications tactics are everywhere dense, as
mathematicians say. They include letters-to-the-editor,
brochures, press releases, speeches, radio and newspaper
interviews, personal contacts, newsletters, group briefings
and many others. But you must exercise caution when you
pick your tactics. Look for evidence that they reach the
same kind of people as those you call your target
stakeholders?

Your colleagues will want to know whether progress is
being made. And you’ll want to be ready for such queries
by again monitoring perceptions among your target
audience members. But here’s the difference the second
time around. Using questions similar to those used during
your earlier monitoring session, you will now watch
carefully for indications that audience perceptions are
beginning to move in your direction. That’s the kind of
progress you’re looking for.

Lucky for us in PR., we can always put the pedal to the
metal by employing additional communications tactics,
AND by increasing their frequencies.

Here are two survival tips: Keep your eyes on your most
important external stakeholders, the very groups of
outside people who have such a big say in your success
as a manager.

Then employ an action plan that helps you persuade those
important outsiders to view things the way you do, and that
leads them to behaviors that result in the success of your
department, division or subsidiary.

end

Bob Kelly counsels, writes and speaks to managers about using the fundamental premise of public relations to achieve their operating obectives. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR,
Newport News Shipbuilding & Drydock Co.; director of communications, U.S. Department of the Interior, and deputy assistant press secretary, The White House. mailto:bobkelly@TNI.net Visit:http://www.prcommentary.com