| Do it by restructuring your business, non-profit or | | | | Writing the message - especially one burdened with |
| association public relations program so that it delivers | | | | the job of altering perception - is never an easy job. In |
| the stakeholder behavior changes you want. Changes | | | | other words, it must change the opinion of a key |
| that lead directly to achieving your objectives. | | | | target audience and that can be a challenging writing |
| A good first step is to base the restructure on a reality | | | | assignment. |
| like this: People act on their own perception of the | | | | All at the same time, the message must be persuasive |
| facts before them, which leads to predictable | | | | and compelling. And to do that, it must be clear about |
| behaviors about which something can be done. When | | | | what is to be altered and why. It must be truthful, of |
| we create, change or reinforce that opinion by | | | | course, and believable if it is to move target audience |
| reaching, persuading and moving-to-desired -action the | | | | perception towards your view. On occasion, you may |
| very people whose behaviors affect the organization | | | | wish to avoid the showcase effect of a separate |
| the most, the public relations mission is accomplished. | | | | news release leading you to either piggyback your |
| Then, if you haven't done so already, think about your | | | | message on another operating announcement, or |
| important outside audiences and how their behaviors | | | | deliver it live at one of your newsmaker special events |
| can help or hinder your organization. List them in order | | | | or media interviews. |
| of damage severity, and let's talk about #1 on the | | | | Since the message will do very little simply looking |
| roster. | | | | back at you from the word processor, you must round |
| Obviously, before you decide how to deal with | | | | up your "beasts of burden" to carry your message to |
| external audience perceptions and, thus, behaviors, it | | | | the right eyes and ears among your target audience. |
| makes sense to find out what members of that target | | | | These are communications tactics and there are |
| audience really think about your organization. | | | | scores of them ready to help. They range from emails, |
| If you are not equipped with a budget to pay for | | | | speeches, and press releases to radio/newspaper |
| professional survey work, you and your | | | | interviews, newsletters, facility tours and many more. |
| colleagues,have little choice but to interact with | | | | Only caution here is, make certain any communications |
| audience members and that means using penetrating | | | | tactics you use come with proof that they reaches |
| questions - "What do you think of us? How much do | | | | folks similar to those in your target audience. |
| you know about us? Have you ever had contact with | | | | Questions will soon be raised as to whether your |
| our people? If so, was it a positive experience?" Stay | | | | public relations effort is succeeding. Which will send |
| alert to negativities, and watch closely for inaccuracies, | | | | you and your colleagues back into the field to question |
| misconceptions, and exaggerations. | | | | your target audience members once again. |
| The data you gather from such monitoring activity let's | | | | Only this time, you're on the lookout for change in the |
| you identify the most severe perception problem, then | | | | form of perceptions altered, and opinions modified in |
| establish it as your corrective public relations goal. | | | | your direction, as you planned. |
| Which allows you to straighten out that misconception, | | | | It's also comforting to know that a lagging effort can |
| correct that inaccuracy or deflate that exaggeration. | | | | be accelerated, and its impact increased, by adding |
| Your goal isn't worth much by itself. It needs a buddy, | | | | more communications tactics to the mix. Further, their |
| and that buddy is a strategy that shows you what you | | | | frequencies can be bumped up as well. |
| must do to achieve the goal. Luckily, there are only | | | | All of which increases the chances you will succeed in |
| three strategies to choose from when it comes to | | | | changing the behaviors of your key external |
| perceptions and opinions. Reinforce existing opinion, | | | | audiences. Behavior change that you want and need, |
| change it, or create perception where none exists. | | | | and that leads directly to achieving your primary |
| Here, by the way, you must take care that your | | | | operating objectives. |
| chosen strategy fits naturally with your new goal. | | | | |