Managers: Get Real, Please!

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Robert A. Kelly © 2004.

Managers: Get Real, Please!

Personnel mentions in the newspaper and product plugs
on radio hardly qualify as an adequate return on your public
relations dollar, and you probably know it!

Especially unfortunate when your PR budget could be
doing something really positive about the behaviors of
those outside audiences that most affect your business,
non-profit or association.

And also when it could be delivering external stakeholder
behavior change – the kind that leads directly to achieving
your managerial objectives.

And, finally, when you could be persuading those important
outside folks to your way of thinking, then move them to
take actions that help your department, division or subsidiary
succeed.

On the other hand, if all you want is a simple publicity
effort, fine. But if you want full-bore public relations
performance like that above – performance that really
contributes to your success as a manager – here’s a
blueprint that will start you on your way.

“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.”

What can you expect from such a blueprint? How
about heavy-hitter givers eyeing your 501-C-3; newly
interested specifying sources asking you for more data;
qualified proposals for strategic alliances and joint
ventures; prospects showing new interest; growing
numbers of requests for membership applications;
repeat purchases reappearing; political leaders taking
a closer look at your unit as a key member of the
business, non-profit or association communities; a
delightful jump in sales floor visits; and even
community leaders seeking you out.

If you’re a business, non-profit or association manager,
you need to take two steps as soon as possible. First,
jot down those outside audiences of yours whose behavior
helps or hinders you in pursuing your objectives. Then
record them according to how severe their impact is, and
let’s look at the target audience that shows up in first place.

While you probably would have assembled the required
data if such activity enjoyed a priority in your shop, fact
is you probably haven’t gathered the information that tells you
what most members of that key outside audience think about
your organization. But now, in the absence of a large
professional survey budget, you and your colleagues will have
to monitor external audience by asking the questions yourselves.
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?” Look for negative
statements, especially evasive or hesitant replies. And be on
the lookout for false assumptions, untruths, misconceptions,
inaccuracies and potentially damaging rumors. You’ll need
to correct any that you come across because experience shows
they usually result in negative behaviors.

With the aim of correcting such aberrations before they become
hurtful behaviors, here you select the specific perception to be
altered. You have now identified your public relations goal.

However, my friend, a PR goal without a strategy to show
you how to get there, is like Quesadillas without fried onions
and mushrooms. That’s why you must select one of three
strategies especially designed to create perception or opinion
where there may be none, change existing perception, or
reinforce it. But be careful that your new goal and the new
strategy match each other. After all, you wouldn’t want to
select “change existing perception” when you have a good
current perception suggesting a “reinforce” strategy.

Enter writing talent. Here your PR team must put those
writing skills to work and prepare a compelling message.
One structured to alter your key target audience’s perception,
as called for by your public relations goal.

Here’s a good idea -- combine your fixit message with
another newsworthy announcement – or include it in a
different presentation -- thus lending credibility by
downplaying the fact that you’re correcting something.

Still, your corrective message must be clear about what
perception needs clarification or correction and why. The
message must be truthful and your position must be
persuasive, logically explained and believable. It is the
best way to hold the attention of members of that target
audience, and actually move perception your way.

Picking the tools you will count on to carry your persuasive
new thoughts to the attention of that external audience
(I call such tactics “beasts of burden”) will be the easiest
part of your campaign.

There is an endless selection of communications tactics
available such as group briefings, letters-to-the-editor,
brochures, press releases and personal contacts. Or
possibly, radio and newspaper interviews, speeches,
newsletters, and many others. But again, be cautious
about the tactics you select. Can they demonstrate a
record of reaching the same people as those you call
your target stakeholders?

Undoubtedly, the question of progress will come up.
And you’ll want to be ready for such queries by again
monitoring perceptions among your target audience
members. But there’s a big difference the second time
around. Using questions similar to those used during
your earlier monitoring session, you mow will be on
the alert for indications that audience perceptions are
beginning to move in your direction. Fortunately for
you and I, that means progress.

Once again, we are fortunate in the PR business that we
can move almost any program along at a faster rate by
using additional communications tactics, AND by
increasing their frequencies.

Two final pieces of advice. Keep your attention focused
sharply on the very groups of outside people – your key
external stakeholders -- who play such a major role in
just how successful a manager you will be.

And use a workable blueprint such as that outlined at the
beginning of this article. In other words, a plan that helps
you persuade those important outside stakeholders to your
way of thinking, then moves them to take actions that lead
to the success of your department, division or subsidiary.

end