| What are you trying to do with your business, | | | | The data collected during the perception monitoring |
| non-profit or association public relations program? Get | | | | interviews are the ammunition needed to identify the |
| a little publicity for a service or product? Or, perhaps, | | | | corrective public relations goal. Examples might be, fix |
| you're doing what you really should do, persuade your | | | | the untruth, clarify the misconception, or kill the rumor. |
| key external stakeholders to your way of thinking, then | | | | You still need help, however. Without a strategy to tell |
| move them to take actions that lead to the success | | | | you how to reach that goal, not much is going to |
| of your department, division or subsidiary. | | | | happen. You have a choice of three strategies. You |
| To reach that objective, and get a real grip on your | | | | can create perception/ opinion where there may be |
| PR effort, you need a model like this: people act on | | | | none, you can change existing perception, or you can |
| their own perception of the facts before them, which | | | | reinforce it. But be certain that your new strategy is a |
| leads to predictable behaviors about which something | | | | natural fit with the public relations goal you selected. |
| can be done. When we create, change or reinforce | | | | Now, identify your best writer because you must put |
| that opinion by reaching, persuading and | | | | together the message which will do the heavy lifting |
| moving-to-desired-action the very people whose | | | | when it alters any questionable perceptions among |
| behaviors affect the organization the most, the public | | | | your target audience members. The message must |
| relations mission is accomplished. | | | | not only be persuasive, but compelling as well. And it |
| No small matter because this blueprint will help you | | | | should aim for both factual accuracy and believability if |
| redirect the focus of the public relations folks assigned | | | | it is to do the job. You may also wish to consider a |
| to your unit from communications tactics over to your | | | | lower profile means for delivering the message - |
| external audiences in a way that allows you to move | | | | perhaps during a presentation on another matter - so |
| ever closer to personal success as a unit manager. | | | | as not to raise eyebrows by using the press release |
| The reason this PR paradigm works is that it requires | | | | format. |
| you as the unit manager to zero in on exactly those | | | | Actually getting your message to the right people - |
| people who play a big role in how successful a | | | | members of your target audience - is not complex. |
| manager you're going to be - your key external | | | | You have a wide selection of communications tactics |
| audiences. | | | | at your disposal. They include presentations, brochures, |
| The perceptions held by your most important outside | | | | newsletters and personal contacts as well as media |
| audiences are crucial to your success. So meet with | | | | interviews, articles, open houses and many others. But |
| your PR crew and hammer out a consensus as to | | | | check carefully that those your select actually do |
| why it's vital to nail down just how your operation is | | | | reach people similar to those who make up your |
| perceived out there in the real world. They'll tell you | | | | target audience. |
| quick-like that those perceptions almost always result | | | | You need results, as do all managers. And the best |
| in predictable behaviors that can help you or hurt you. | | | | way to be certain your new public relations effort is |
| Which means you need to interact with members of | | | | succeeding is to return to perception monitoring mode |
| your most important target audience while posing a | | | | and ask the same questions all over again. The |
| number of questions. "What do you know about our | | | | difference the second time around is, you and your |
| organization? Have you ever made contact with us? | | | | team will be on the lookout for signs that the negatives |
| Was it a satisfactory experience? Do you have an | | | | you discovered are actually being altered, and that |
| opinion about our people, services or products? Do | | | | your target audience perception is moving in your |
| you have a problem with our organization? | | | | direction. |
| By the way, if your budget allows a significant | | | | Fortunately, you can put things on a faster track by |
| expense, you can retain the services of professional | | | | adding more communications tactics, AND increasing |
| survey people to interview target audience members. | | | | certain frequencies. |
| Of course your own PR staff is already concerned | | | | You'll know you have a solid grip on your public |
| with perception and behavior matters, so they might | | | | relations effort when you avoid communications |
| lend a hand in this regard. | | | | tactics as a major focus and, instead, apply your |
| Those participating in monitoring the perceptions of | | | | resources to persuading your key external |
| your key target audience must watch carefully for | | | | stakeholders to your way of thinking, then move them |
| negative responses to your questions. In particular for | | | | to take actions that lead to the success of your |
| untruths, misconceptions, inaccuracies, rumors or false | | | | department, division or subsidiary. |
| assumptions. | | | | |