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Question:
Do You Control Your Unit's PR?
If you don't, it could be that those who do are actually preoccupied with moving
messages from one point to another using simple tactics like broadcast plugs,
brochures and press releases.
Defining
Both Top- And Bottom-Line Growth
On Wall Street, financial investors speak of CEOs improving their companies' "top
line" by increasing sales volume or their "bottom line" by reducing
their expenses to expand the margins from their current sales volume.
Blogging
Starts a Boomerang Effect
Internal executive blogging is internal only, obviously. But external executive
blogs have major internal effects too.
PR's
Sweetest Music
It's a tune all managers can sing. And the lyrics go like this: successful business,
non-profit, government agency and association managers start their winning ways
by doing something positive about the behaviors of the very outside audiences
that MOST affect their operations.
So
What's Wrong With Ghostwriting an Executive Blog?
I've been thinking about an item in a recent survey that says only 20 percent
of senior business executives write their own blogs.
Blogger:
Clinton Could Be Next Microsoft President
This will be one heck of a scoop for citizen journalism if it turns out to be
true: There are some rumors circulating that Steve Ballmer is about to step aside
at Microsoft as its day to day operations head to make room for another president.
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01.30.06
What People Think Can Kill Managers
By Robert A. Kelly
By delivering a body blow to their operation when business, non-profit, government
agency or association managers, with public relations reporting to them, overlook
assembling the PR resources and action planning needed to alter individual perception
leading to changed behaviors among their most important outside audiences.
Those managers' guilt worsens when they compound matters by failing to persuade those key external audience members to their way of thinking, and then overlook moving them to take actions that allow their department, group, division or subsidiary to succeed.
What such managers often have in common is a single- minded preoccupation with simple tactics like press releases, broadcast plugs, special events and brochures, which denies them the best that public relations has to offer.
On the other hand, approaching a public relations challenge as outlined in the paragraphs above, means you, as manager, are doing something positive about the behaviors of the very outside audiences of yours that MOST affect your operation. It is then that PR creates the kind of external stakeholder behavior change that leads directly to achieving your most important managerial objectives.
But managers need a public relations game plan if they are to get all their team members and organizational colleagues working towards the same external stakeholder behaviors.
While PR blueprints do vary, here's one that can keep a manager's public relations effort, as they say, "on message:" 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.
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Since "results usually tell the tale," this is what a manager might expect when he or she approaches PR this way: improved relations with government agencies and legislative bodies; a rebound in showroom visits; membership applications on the rise; new thoughtleader and special event contacts; capital givers or specifying sources looking your way; new proposals for strategic alliances and joint ventures; fresh community service and sponsorship opportunities; prospects starting to work with you; customers making repeat purchases; and even stronger relationships with the educational, labor, financial and healthcare communities.
The public relations people reporting to you are of the utmost importance. But, who will you use? Your regular public relations staff? People assigned to you from above? Or could it be PR agency staff? Regardless, they must be committed to you as the senior project manager, and to the PR blueprint starting with key audience perception monitoring.
Once the right specialists are aboard, satisfy yourself that team members really believe that it's crucially important to know how your most important outside audiences perceive your operations, products or services. Be certain they buy the reality that perceptions almost always lead to behaviors that can help or hurt your unit. Sit down with your PR troops and go over the blueprint with them, in particular your plan for monitoring and gathering perceptions by questioning members of your most important outside audiences. Questions like these: how much do you know about our organization? Have you had prior contact with us and were you pleased with the exchange? How much do you know about our services or products and employees? Have you experienced problems with our people or procedures?
Read
the Full Article
About the Author:
Bob Kelly counsels, writes and speaks to
business, non-profit and association managers about using the fundamental premise
of public relations to achieve their operating objectives.
Visit: http://www.prcommentary.com |
