What Managers Should Know About PR
by Bob Kelly
Published on this site: March 10th, 2006 - See
more articles from this month
Referring to tactics like press releases, special events,
brochures and broadcast plugs as "the heart of the practice
of public relations" is like describing eviction notices as "the heart of the practice of law," or
employment applications as "the heart of the practice
of human resources."
Each restrictively misleading. Each out-of-touch with reality.
Each damaging to the discipline.
In the case of public relations, tactics are what they are,
valuable devices which public relations calls upon from time-to-time
to move a message from one point to another. But that's all they are.
If you are a business, non-profit, government agency or association
manager, be aware that your PR effort must demand more than
special events, press releases and talk show tactics if you
are to receive the best public relations has to offer, and
the quality public relations you deserve.
For a manager, a good first step in that direction would
be to scan 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.
In my view, managers wishing to strengthen the role of public
relations in their units should see PR as an investment which
- Marshalls the resources and action planning needed to
alter individual perception leading to changed behaviors
among their most important outside audiences. And
- Goes on to help managers persuade those key folks to
their way of thinking, then
- Moves them to take actions that allow the manager's department,
group, division or subsidiary to succeed.
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 communications tactics
if you are to receive the quality public relations results
you deserve.
The results will make it all worthwhile. Especially when
new proposals for strategic alliances and joint ventures start
showing up; membership applications start to rise; prospects
actually start to do business with you; capital givers or
specifying sources begin to look your way; welcome bounces
in show room visits occur; customers begin to make repeat
purchases; politicians and legislators begin looking at you as a key member of the business, non-profit
or association communities; and community leaders begin to
seek you out.
Your new opinion monitoring project will welcome the input
of your public relations professionals 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.
Review with them how you plan to gather and monitor perceptions
by questioning members of your most important outside audiences.
Suggest that questions like these be asked: how much do you
know about our organization? Have you had prior contact with
us and were you pleased with the exchange? Are you familiar
with our services or products and employees? Have you experienced
problems with our people or procedures?
The use of survey pros to run your opinion gathering work
could be a costly move compared to using those PR folks of
yours who already have relevant experience. 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.
Goal-setting, always an important step, should address the
most serious problem areas uncovered during your key audience
perception monitoring. Will it be to straighten out that dangerous misconception? Correct that
gross inaccuracy? Or, stop that potentially painful rumor
cold?
It's obvious that establishing your PR goal requires a specific
strategy that shows you how to reach that goal. Remember that
just three strategic options are available to you when it
comes to doing something about perception and opinion. Change
existing perception, create perception where there may be
none, or reinforce it. The wrong strategy pick will taste
like chitterlings in your oatmeal., so be sure your new strategy
fits well with your new public relations goal. You certainly
don't want to select "change" when the facts dictate
a strategy of reinforcement.
This is the time to produce quality writing because you must
now prepare a persuasive message that will help move your
key audience to your way of thinking. It must be a carefully-written
message targeted directly at your key external audience. Select
your very best writer because s/he must come up with really corrective language that is not merely compelling,
persuasive and believable, but clear and factual if they are
to shift perception/opinion towards your point of view and lead to the behaviors you have in mind.
To reach those you want to reach with your message, you're
going to have to select the communications tactics most likely
to carry your message to the attention of your target audience. There are many available.
From speeches, facility tours, emails and brochures to consumer
briefings, media interviews, newsletters, personal meetings and many others. But be certain
that the tactics you pick are known to reach folks just like
your audience members.
How you communicate the message is a concern because the
credibility of any message is fragile and always up for grabs,.
Which is why, initially, you may wish to unveil your corrective message before smaller meetings
and presentations rather than using higher-profile news releases.
Beginning a second perception monitoring session with members
of your external audience is the ticket when you want to provide
a progress report for interested parties. You'll want to use many of the same questions used
in the benchmark session. But now, you will be on strict alert
for signs that the bad news perception is being altered in
your direction.
You can always speed things up with 2 simple techniques:
add more communications tactics and/or increase their frequencies.
If you are a business, non-profit, government agency or association
manager, here's another reminder: be aware that your public
relations effort must demand more than special events, press
releases and talk show tactics if you are to receive the best
public relations has to offer, and the quality public relations
you deserve.
Bob Kelly counsels and writes for business, non-profit
and association managers about using the fundamental premise of public relations
to achieve their operating objectives. He has published 240
articles on the subject which are listed at EzineArticles.com,
click Expert Author, click Robert A. Kelly. 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. He holds a bachelor of science
degree from Columbia University, major in public relations. mailto:[email protected]
Visit:www.PRCommentary.com
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