Managers: Let’s Call a Spade a Spade!
Friday, July 2nd, 2010Please 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 1145 including guidelines and resource box.
Robert A. Kelly © 2005.
Managers: Let’s Call a Spade a Spade!
Brochures, broadcast plugs and press releases – don’t call them public relations. Call them what they really are, valuable tactical devices which public relations calls upon from time to time to move a message from here to there.
Nothing more, nothing less, and certainly not public relations’ Mother strategy which (1), marshalls the resources and action planning needed to alter individual perception leading to changed behaviors among a business, non-profit,or association’s most important outside audiences. And (2), goes on to help a manager persuade those key folks to his or her way of thinking,
then (3) moves them to take actions that allow their department, group, division or subsidiary to succeed.
The management reality behind such an achievement is the underlying premise of public relations: 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 usually accomplished.
The good news for those managers is that the right public relations planning really CAN alter individual perception and lead to changed behaviors among key outside audiences.
You may be such a manager. If you are, try to remember that your PR effort must demand more than special events, news releases and talk show tactics if you are to receive the quality public relations results you deserve.
You’ll be glad you took such a step when capital givers or specifying sources beginning to look your way; customers begin to make repeat purchases; membership applications start to rise; new proposals for strategic alliances and joint ventures start showing up; politicians and legislators begin looking at you as a key member of the business, non-profit or association communities; new (and very ) welcome bounces in show room visits occur; prospects actually start to do business with you; and community leaders begin to seek you out.
Your public relations professionals can be of real use for your new opinion monitoring project because they are already in the perception and behavior business. But be certain that the PR staff really accepts why it’s SO important to know how your most important outside audiences perceive your operations, products or services. Above all, be sure they believe that perceptions almost
always result in behaviors that can help or hurt your operation.
Go over your plans with them for monitoring and gathering perceptions by questioning members of your most important outside audiences. Ask questions like these: how much do you know about our organization? Have you had prior contact with us and were you pleased with the interchange? Are you familiar with our services or products and employees? Have you experienced
problems with our people or procedures?
The cost of using professional survey firms to do the opinion gathering work will be considerably more than using those PR folks of yours, who are already in the
perception business, in that monitoring capacity. But whether it’s your people or a survey firm asking the questions, the objective remains the same: identify
untruths, false assumptions, unfounded rumors, inaccuracies, misconceptions and any other negative perception that might translate into hurtful behaviors.
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