| -link"> | | | | with the interchange? Howmuch do you know about |
| Please feel free to publish this article and resource | | | | our services or products andemployees? Have you |
| boxin your ezine, newsletter, offline publication or | | | | experienced problems with our peopleor procedures? |
| website. | | | | Professional survey counsel is always available to |
| A copy would be appreciated at . | | | | handlethe perception monitoring phases of your |
| Word count is 1180 including guidelines and resource | | | | program, if yourbudget will allow. But I stress that your |
| box. | | | | PR people are alsoin the perception and behavior |
| Robert A. Kelly © 2004. | | | | business and can pursue thesame objective: identify |
| PR: The Thrill of a Good Idea | | | | untruths, false assumptions,unfounded rumors, |
| The notion that a business, non-profit or | | | | inaccuracies, misconceptions and anyother negative |
| associationmanager can actually hold a big key to | | | | perception that might translate into hurtfulbehaviors. |
| success in hisor her own hands IS a thrilling idea! | | | | Here, you need to set your goal in order to do |
| And it becomes more thrilling as the manager | | | | somethingabout the most serious distortions you |
| actuallyalters individual perceptions leading to changed | | | | discovered duringyour key audience perception |
| behaviorsof key outside audiences. Then persuades | | | | monitoring. And that couldbe to straighten out that |
| those externalstakeholders to that manager’s | | | | dangerous misconception, orcorrect that gross |
| way of thinking, helpingmove them to take actions that | | | | inaccuracy, or stop that potentially fatalrumor dead in |
| allow their department,division or subsidiary to succeed. | | | | its tracks. |
| The thrill is real when public relations does | | | | If you are to be successful in this PR effort, you need |
| somethingpositive for those managers about the | | | | a solidstrategy to show you clearly how to proceed. |
| behaviors of thevery outside audiences of theirs that | | | | To keep thingssimple, note that there are only three |
| MOST affect theiroperation, thus helping achieve those | | | | strategic options availableto you when it comes to |
| manager’smanagerial objectives. | | | | handling a perception or opinionchallenge. Change |
| The trick lies in getting a manager’s public | | | | existing perception, create perception wherethere may |
| relations teammembers working towards the same | | | | be none, or reinforce it. Of course, the wrongstrategy |
| external stakeholderbehaviors so that the PR thrust | | | | pick will taste like a cold catfish souffle, so be |
| stays focused. | | | | certainthe new strategy fits well with your new public |
| Here’s one blueprint that can help create such a | | | | relations goal. |
| thrillingreality: people act on their own perception of the | | | | You wouldn’t want to select change |
| factsbefore them, which leads to predictable behaviors | | | | when the facts dictate a |
| aboutwhich something can be done. When we create, | | | | reinforce strategy. |
| changeor reinforce that opinion by reaching, persuading | | | | Remember that members of your target audience |
| andmoving-to-desired-action the very people whose | | | | need to heara powerful message. But persuading an |
| behaviorsaffect the organization the most, the public | | | | audience to yourway of thinking is hard work. Which is |
| relationsmission is accomplished. | | | | why your PR folksmust create some very special, |
| Properly employed, this kind of public relations | | | | corrective language. Wordsthat are not only compelling, |
| approachcan deliver results like enhanced activist | | | | persuasive and believable, butclear and factual. Only in |
| group relations;community service and sponsorship | | | | this way will you be able to correcta perception by |
| opportunities;membership applications on the rise; | | | | shifting opinion towards your point of view,leading to |
| expanded feedbackchannels; new proposals for | | | | the behaviors you are targeting. |
| strategic alliances and jointventures; rebounds in | | | | By all means, let your communications specialists |
| showroom visits, as well as capitalgivers or specifying | | | | spideryour message to make certain its |
| sources looking your way; not tomention new | | | | impactful and persuasiveenough. Then, sharpen it |
| thoughtleader and special event contacts. | | | | before selecting the communicationstactics most likely |
| One can also envision improved relations with | | | | to carry your message to the attention ofyour target |
| governmentagencies and legislative bodies; prospects | | | | audience. You can pick from dozens that areavailable. |
| starting to workwith you; customers making repeat | | | | From speeches, facility tours, emails and brochuresto |
| purchases; promotionalcontest overtures, and even | | | | consumer briefings, media interviews, newsletters, |
| stronger relationships with theeducational, labor, financial | | | | personalmeetings and many others. But be sure that |
| and healthcare communities. | | | | the tactics youpick are known to reach folks just like |
| However, one potential source of worry must be, | | | | your audience members. |
| whomakes the blueprint come alive? Will your worker | | | | A peculiarity of human nature holds that the credibility |
| beesbe regular public relations staff? Or people sent to | | | | of amessage can depend on its delivery method. So |
| you bya parent entity? Or possibly a PR agency | | | | you mightconsider unveiling it in presentations before |
| crew? Regardlessof where they come from, they | | | | smaller gatheringsrather than using higher-profile tactics |
| must be committed to youas the senior project | | | | such as news releases. |
| manager, to the PR blueprint and itsimplementation, | | | | Another human reality is that people love progress |
| starting with key audience perceptionmonitoring. | | | | reports,a fact that will alert you and your PR team to |
| Something else to keep your eye on. Simply because | | | | get back out inthe field and start work on a second |
| apractitioner describes him/herself as a public | | | | perception monitoringsession with members of your |
| relationsspecialist doesn’t mean they’ve | | | | external audience. You’ll wantto use many of |
| bought into the wholeprogram. Assure yourself that | | | | the same questions used in the first |
| your team members reallybelieve deeply why | | | | benchmarksession. Only this time, you’ll be |
| it’s SO important to know how yourmost | | | | watching very carefullyfor signs that the bad news |
| important outside audiences perceive your | | | | perception is being altered in yourdirection. |
| operations,products or services. Be certain they buy | | | | If things aren’t moving fast enough for you, try |
| the reality thatperceptions almost always lead to | | | | increasing thebeat with more communications tactics |
| behaviors that can helpor hurt your unit. | | | | and increased frequencies. |
| Take the time to go over the PR blueprint with your | | | | Once in a while, we can all use a thrill. This can be one |
| PR team, especially your plan for monitoring and | | | | of thosetimes for the business, non-profit or |
| gatheringperceptions by questioning members of your | | | | association manager astuteenough to demand that his |
| most importantoutside audiences. Questions like these: | | | | public relations effort actually helphim or her achieve |
| how much do youknow about our organization? Have | | | | their managerial objectives. |
| you had prior contactwith us and were you pleased | | | | |