| Please feel free to publish this article
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| | about us? Have you had any contacts
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| and resource boxin your ezine,
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| | withour people? Were they satisfactory?
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| newsletter, offline publication or
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| | Do you have any problemswith our
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| website.
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| | services, products or people?"
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| A copy would be appreciated at .
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| | As you interact with audience members,
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| Word count is 935 including guidelines
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| | watch closely forevasive or hesitant
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| and resource box.
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| | responses to your questions. And be
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| Robert A. Kelly © 2003.
| |
| | equallywatchful for negative
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| Get Outsiders on Your Side
| |
| | misconceptions, rumors,
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| Especially good advice for business,
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| | exaggerations,inaccuracies or untruths.
|
| non-profit andassociation managers whose
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| | These data are grist for your mill, i.e.,
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| job success depends in largepart on the
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| | the information you needto establish a
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| behaviors of their key external
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| | public relations goal that corrects the
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| audiences.
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| | offending opinion/perception. Such a goal
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| I refer to behaviors like inquiries on
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| | might look like these: spikethat rumor,
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| the increase, newwaves of specialized
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| | clarify that misconception, or correct
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| employment applications, moreand more
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| | that inaccuracy.
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| followup purchases, new levels of
| |
| | Now, you need a pathway leading to your
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| membershipqueries, a substantial boost in
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| | public relations goal,and that means you
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| capital donations, or morefrequent
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| | must pick a strategy showing you how
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| component specifications by engineering
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| | toget there. Luckily, there are just
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| firms.
| |
| | three strategies in matters ofopinion and
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| If you are such a manager, you almost
| |
| | perception: create perception where there
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| assuredly need helpin achieving your
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| | isn't any,change existing perception, or
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| unit's operating objectives. Which is
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| | reinforce it. Just be certain thatthe
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| whyit's nice to hear that the public
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| | strategy you select is a logical fit with
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| relations team assigned toyour operation
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| | the public relationsgoal you just
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| is responsible for providing a large
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| | established.
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| portionof that help.
| |
| | Now, what you say to members of your
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| Two things need to happen to make that a
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| | target audience mustclearly address the
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| reality. One, itrequires more than your
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| | offending perception gently but firmly.
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| oversight. You must stay involvedwith
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| | Your message must be believable,
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| your public relations folks at every
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| | compelling and, at the sametime, explain
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| major decision point.
| |
| | why the current perception is not merely
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| And two, the entire effort must be based
| |
| | untrue,but unfair. It is no easy job to
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| on more than a casualdebate about which
| |
| | alter what people believe,which is why
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| communications tactics should be used.
| |
| | writing such a message demands
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| What is needed is your commitment to a
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| | persuasivewriting ability.
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| fundamental premisethat is the foundation
| |
| | To maintain the credibility of the
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| on which your entire public
| |
| | message, you may wish topiggy-back it on
|
| relationseffort will be based. A premise
| |
| | another announcement or presentation
|
| like this: People act on theirown
| |
| | ratherthan using the higher-profile press
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| perception of the facts before them,
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| | release format.
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| which leads topredictable behaviors about
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| | Happily, when it comes to delivering your
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| which something can be done.
| |
| | message to membersof your target
|
| When we create, change or reinforce that
| |
| | audience, you have multiple choices for
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| opinion by reaching,persuading and
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| | yourcommunications tactics. Everything
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| moving-to-desired-action the very
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| | from newsletters, bulletinsand alerts,
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| peoplewhose behaviors affect the
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| | special events and speeches to print and
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| organization the most, the
| |
| | broadcastinterviews, press releases,
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| publicrelations mission is accomplished.
| |
| | consumer/member briefings and manymore.
|
| With that established, we can get to work
| |
| | Just be sure the tactics your use can
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| on the blueprintthat will help persuade
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| | demonstrate thatthey reach people similar
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| those important members of yourkey target
| |
| | to those who make up your targetaudience.
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| audiences to your way of thinking. What
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| | Before long, you, your PR team, and
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| youhope for then, is follow on
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| | others in your unit willwant to see some
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| stakeholder actions that result inyour
| |
| | progress. Best (and most frugal) way
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| success as a business, non-profit or
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| | todetermine that is to return to
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| association manager.
| |
| | perception monitoring in thefield and ask
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| Before taking any action steps, you need
| |
| | members of your key target audience the
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| to know howmembers of your key target
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| | samequestions used in the earlier
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| audiences perceive you. So,first, you and
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| | session.
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| your PR team need to list those
| |
| | Only this time, you'll be on alert for
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| importantoutside audiences whose
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| | indications that theoffending perceptions
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| behaviors affect your unit the most.
| |
| | are changing as you planned, alongwith
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| Then prioritize them so we can use the
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| | predictable follow on behaviors.
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| audience in first placeon that list as
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| | By the way, things can always move faster
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| our target audience for this article.
| |
| | by adding othercommunications tactics,
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| Instead of spending considerable money on
| |
| | and using them on a more frequentbasis.
|
| professionalsurvey work, you and your
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| | Yes, for managers whose job success
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| team can interact with membersof your
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| | depends to a largedegree on the behaviors
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| target audience and pose a number of
| |
| | of their key external audiences, apublic
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| questionsdesigned to draw out any
| |
| | relations problem-solving sequence like
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| perception problems. "Do youknow anything
| |
| | this one ISespecially good advice!
|
