Just about anyone who has been in the public eye has a story of the media interview that went south. “I talked to that reporter for an hour and all they used was a ten-second sound bite!” or, “He said he wanted to ask me about X when that was just a way to get in the door so he could talk about Y.” Chances are, the reporter came armed with questions and if he really did his homework, knew what answers to expect. You should be just as prepared. Media training can’t make the tough questions go away, but it can give you the tools to control the interview. Here are some tips:

• Anticipate the toughest questions and prepare/rehearse your answers in advance. Know going in what YOUR goal is for the interview. Are you releasing new information or reacting to an event or story that’s already out there?

• Be able to cover key points in a conversational manner. Don’t memorize. It will sound like it.

• Collect information from the reporter before the interview…

What is the deadline?

What is the story about? What is the hook/interest angle?

How do I fit into the story? What do you want? Quote? Statement? Interview?

Who else have you spoken with? What did they say? (This will also give an indication of where the story is heading. Are the other interviewees credible?)

What documents do you have have/need? (Does the reporter have a document you haven’t seen? Have them fax or e-mail a copy before the interview.)

When will the story run? How long will it be? (There’s a big difference between a minute-thirty TV news story, and a long, background article in the morning paper.)

• Have a mini-tape recorder handy. Tell the reporter that you’ll be taping the interview, so you have a copy of what is said. This lets her know you’re not a rookie.

• Beware of the reporter on a “fishing expedition”. Wide-ranging, vague questions can be tricky and potentially dangerous. Reporters are fond of “What if” scenarios or “Could it happen here?” Clarify what she’s going for. “I think what you’re asking is…” It’s O.K. to admit you don’t understand the question or can’t predict the future. If you find the interview veering off-course, bring it back on track. “You said we’d be talking about X and I’ll be happy to answer your questions about that.”

• Don’t say “off the record” or believe something will be “off the record.” There’s no such thing as “off the record.”

• Use simple terminology. If the subject is complicated, and the reporter is not up to speed, provide a simple verbal primer on the topic before the interview begins or give the reporter a handout of key information.

• Practice. Attend media training. See yourself on camera so you know what the audience will see.

The simple strategy of “tell ‘em what you’re gonna to tell ‘em, tell ‘em, and then tell ‘em what you told ‘em” is tried and true when it comes to the media interview. That leads to another tip. Know when to stop talking. Many a damaging sound bite has been uttered when the interviewee’s guard was down, after he/she thought the interview was over.

©2005. All Rights Reserved

Through their workshops, seminars and consulting projects, Nancy Stern MA and Jody Hammond, MA, help people keep connected through conscious communication and savvy media skills. They can be reached for communication skills and media training at their website.

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Tags: be a public relations specialist, reporters, public relations

You never know when 60 Minutes will knock on your door and if not them, then maybe a local investigative reporter. A little media savvy is a valuable skill for executives and their image-conscious organizations. Unless you’ve had media training you know most businesspeople would rather face a firing squad than a crew from the 5:00 news. Although most reporters have professional integrity, some can be crafty.

We remember the story about a local fire chief responding to a reporter’s questions. When the story aired, he heard the original question he was asked about one topic. What followed was his answer to another question. The result was disastrous. To avoid the possibility of something like this happening to you, be sure to repeat the question in the form of a statement so there is no way it can be taken out of context. Also be sure to answer in complete sentences. Simple yes or no responses are easily edited.

For example, the question might be, “What are your plans for staffing in 2006?” A tight response might be, “Our plans for staffing in 2006 include creating three new positions in marketing and sales.” Remember, there are 30 frames per second of videotape and to be able to see an edit, it only takes two to three frames. So, don’t take long pauses unless you have completely finished answering the question.

To help you overcome stage fright once the camera is rolling, take a few slow deep breaths before you allow the first question to be asked. If a microphone is pushed in your face in a spontaneous situation, take a second or two to compose yourself and be sure to think before you speak. Take control of the situation. Remember, about 93 percent of your communication in non-verbal so pay close attention to the signals you may be sending through your body language and vocal cues.

Saying “no comment” may say more than you may mean. It is often interpreted as a defensive response showing you have something to hide. An alternative would be, “We’ll make a statement just as soon as we have all the facts.” This allows you to buy some time and prepare what you want to say.

When you know in advance that you will be conducting a press conference, be sure to prepare. List the key points you wish to make and be sure the media has been adequately informed as to the purpose of the event. If there items you wish not to discuss to confidentiality, personnel or legal reasons, stipulate up front that these items are off-limits. If the reporter persists, respond in a pleasant tone of voice that you remain firm in your decision not to discuss those issues at this time.

When responding to the “loaded question,” it is best not to rephrase and repeat what you heard. Loaded questions are often confrontational and filled with negative language. The worst thing you can do is get defensive or hostile in your voice or body. In your own words, relate to the issue and be concise. You may want to begin with something like, “I wouldn’t describe the staffing situation like that.” A statement like this to begin with will also allow you to buy a little time think through your response.

If a question is put to you that you do not have an answer for, simply say, “I don’t know. I’ll get back to you on that.” Then find out and follow-up. The worst thing you can do is try to talk around it. Your non-verbal signals will show the audience that you are unsure and insecure.

The bottom-line: Prepare yourself with media training before reporters come knocking on your door. In any situation always remember to respond rather than react. Don’t let your defenses get the best of you. Remain calm and take some slow deep breaths so you can think before you speak. How you say what you say really does matter.

© 2005. All Rights Reserved.

Through their workshops, seminars and consulting projects, Nancy Stern MA and Jody Hammond, MA, help people keep connected through conscious communication and savvy media skills. Check out their website here.

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Tags: be prepared for the news, public relations news, public relations

PRESIDENT BUSH TELLS A STORY

On March 18, 2005, President Bush stood before a group of Florida voters to tout his social security plan. He did something quite ordinary during his speech. He acknowledged a person in the audience and told her story.

President Bush told the crowd he had recently spoken with a local resident named Anna Brooks, a widowed grandmother, who would benefit from the type of social security personal account he was proposing.

We’ve all become accustomed to politicians pointing to people in the crowd and telling their stories, but why do they do it?

WHAT THE PRESIDENT UNDERSTANDS

Pay close attention to a key phrase used in the Anna Brooks anecdote – “social security personal account.” What do you picture when you hear that phrase?

Odds are, probably not much. It’s an abstract concept that’s tough to visualize and get passionate about.

What President Bush understands – as do most working politicians – is that abstract concepts have to be brought to life through real people. The story he told about Anna Brooks was about a woman suffering to make ends meet because her husband died at a young age. If only there were social security personal accounts, Mr. Bush argued, her financial suffering could be alleviated.

As he told that story, people in the audience nodded their heads in agreement. Yes, they all seemed to think, Ms. Brooks’ burden should be lifted, and, well, if personal accounts would help, they seemed like a terrific idea.

Imagine instead if the President made a more academic case filled with statistics and data. Do you think he would have elicited the same emotional reaction from the crowd? Would they have nodded their heads with the same enthusiasm?

WHAT THIS MEANS FOR YOU

Journalists are storytellers by trade and need drama to bring a story to life. Abstract concepts – be they social security personal accounts, medical liability reform or climate change – need to be brought to life through an anecdote.

Instead of just talking about the scientific effects of climate change on our biosphere, talk about the South Pacific fisherman who can no longer feed his family because the fish catch has declined due to global warming.

Instead of talking about medical liability reform, talk about the pregnant woman who has to cross state lines to meet with an obstetrician since her local doctors have all stopped delivering children due to high malpractice premiums.

And instead of talking about social security personal accounts, talk about a Florida widow who would benefit from them.

By doing so, the public not only understands what you’re saying, but begins to empathize with a specific person. That empathy means they care – and the more you make people care about your issue, the more they are willing to agree with your point of view.

AN ADDED BENEFIT

By offering anecdotes to journalists while being interviewed, you can help turn your Page 16 blurb into a front page feature article.

Abstract stories about process – if covered at all – are usually relegated to small blurbs on the inside pages. But by taking an abstract story and bringing it to life through real people, journalists can find those people, interview them and get a better sense of how they are personally impacted by your issue.

Suddenly, the reporter has a way of telling your story in a way that his or her audience is more likely to care about. Instead of telling a story about social security personal accounts in the abstract, the reporter can tell a story about social security personal accounts in which a specific person is genuinely affected. And that, paired with a photograph of the woman with her grandkids – is front page material.

Brad Phillips is the founder and president of Phillips Media Relations. He was formerly a journalist for ABC News and CNN, and headed the media relations department for the second largest environmental group in the world.

For more information and to sign up for free monthly media relations and media training e-tips, visit his website.

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Tags: public relations job description, public relations stories, public relations

Public Relations (or P.R.) is a wonderful, yet often overlooked marketing tool. P.R. is an intangible – making it a tough sell for many P.R. professionals. It is our job to sell the concept and show the client how it will enhance marketing efforts and, in many cases, replace costly or one-off advertising. Public relations is just that – relating to the public. Every outward communication should be carefully executed and the mission of the company should never be compromised. How do your customers find you? How does the public perceive your business? These points can be incorporated into a P.R. strategy that maintains consistent messages to your customers, thereby keeping your company top of mind and, in turn, growing your business.

Below are six P.R. strategies that can be implemented today. Whether you hire an outside professional or keep your publicity in-house, these strategies should be a part of your marketing plan.

1. Brand Building: It is very common for businesses to use advertising in brand-building strategies, however publicity can be less expensive and much more effective in establishing a brand’s identity. One complimentary news piece in a publication read by your target consumer can produce significant results. Publicity, whether performed by an external company or executed in-house, can also be cost-effective.

Several online distribution services are available making the cost to send out a press release affordable, and sometimes even free depending on desired reach. It is important that any news release is informative and factual. Many of the online distribution services even offer templates to assist in the development of a release for a small fee. Before paying for such a service, however, be sure to identify hidden talent in your organization – there may be a great writer in your midst.

2. Generate Press Releases: Press releases are for announcing newsworthy information to the media only. If the information is not news, it should not be announced. In addition to news, a press release should contain only facts – not hype. Business as usual is not news. Celebrating a milestone such as a ten-year anniversary, one-millionth sale, or appointing a new CEO is newsworthy. In many cases, a newsworthy story can be developed with some creativity.

For example, if your company manufactures comfortable walking shoes you can create a “Walk to Work” day. Provide fun facts about the health benefits of walking and why the right walking shoes are so important. This can be pitched to your local media outlets and may get picked up nationally. Many times current events will also create an opportunity for a press release (see #3.) Remember to always include your company’s website at least once and be sure accurate contact information is listed.

3. Tap Into Media Trends: Many times businesses can tie into current events and trends in the media. For example, if the evening news is covering storm damage to an area in your town and your company sells a product or service that would benefit people living in those areas, you have a topical news announcement. Call, fax or email the news desk and tell them about your product and why their viewers need to know about it. Be sure to mention that your story idea is time-sensitive. Watch your local news for one week and take notes. Identify what types of stories the local reporters are covering. Chances are at least one of the subjects covered was a direct result of a recent news story. Listen and learn how one led to the other then be ready to pitch your service or product when future opportunities arise.

4. Increase Awareness by Increasing Search Engine Listings: Each time a release is distributed over the Internet or a story is written and posted online, be sure your company’s web address is included. The more links to your site, the better the exposure your site will receive in search engines. In addition to press releases, link swapping, article postings, quotes, and endorsements are great ways to generate links online. Google your company and your competitor’s company daily. If your company is not as prominent as your competitor’s, read their results listings and learn what they are doing to generate links.

5. Website Improvements Produce More Traffic: Optimize your company’s website often. Be sure keywords on the website are targeted toward your consumers. Ask customers what words they would enter in a search engine when looking for your products or services and add those to your keywords. Small adjustments can mean a big difference in traffic to the site and subsequently increased business. Constantly updating web content is an easy and effective way to generate better search engine results. Be sure to update news and information at least once a month. Always add press release announcements to your website press area – and be sure your press area is easy to find, easy to read, and easy to print.

6. Highlight Expertise: One of the best ways to generate publicity is to establish expert credibility with the media. Do competitors continually get quoted in industry trade publications and you don’t? They’ve probably done a good job of alerting the media about their expertise in your field. Don’t worry, however, all journalists want to have more than one expert in any field. Begin to define yourself as an expert by writing articles, including the word expert in press releases, biographies, announcements, and descriptions. If you make a living doing what you do, you are an expert. If you are having trouble determining your area of expertise: ask friends, family, and colleagues to help identify your strengths and start spreading the word. Update the company description on your website right now by including your newly identified expertise and you’ve accomplished #5 and #6 already!

Angela Garcia is a founding partner in Starfish Public Relations, a Los Angeles based public relations and marketing company specializing in personality driven strategies. Garcia has held several positions in the entertainment industry including HITS Magazine, Warner Bros. Records, Maverick Records, MCA Records, and House of Blues Entertainment. She credits her success to her creative and enthusiastic approach to work and life. For more information about Angela Garcia and Starfish P.R. please visit her website.

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Tags: public relations tips, public relations

Since the major part of a small business typically comes from business to business services, it is essential to maintain a positive standing with the local business community. It is of value to you to join as many business type organizations as possible in your town. You should attend meetings when possible and introduce your clients to each other.

Most towns and all cities have chambers of commerce. The chamber offers many things to small businesses especially new ones and start-ups. Chambers provide a voice for the business community, a bridge between government – small business – corporations – volunteers – religious organizations – schools – clubs – homeowners associations – corporations – general public – etc. It’s a monumental job, always changing. It takes money, lots of it. It takes coordination and a knack for small town politics. It takes members who will volunteer, who care and are dedicated. Of course that’s where you come in. Chambers of Commerce hold various events such as:

· Mixers

· Table Top Exhibits/Expos

· Seminars

· Luncheons

· Committee Meetings

· Installation Dinners

· Benefits

· Educational Exchanges

· Home Based Business Groups

· Networking Breakfast Meetings

· Membership Drives

If you attend some of these events, you will make new friends, contacts and customers. Anyone can join the chamber. It usual costs $100-450. But you only get out what you put in. Many small business owners may see it as a waste of money. In actuality it is relatively inexpensive depending how you chose to use your membership. It can be long lasting advertising in the form of:

· Promotion

· P.R.

· Networking

· Free Media Coverage

· And Fun

Joining Committees

If you truly want to become involved, we suggest you join various Chamber of Commerce committees. Committees need your input. You probably talk to one hundred business owners and residential customers per week. Five hundred per month. They know you, they trust you and they generally speak their mind to you. When these associates, business customers and business people talk to politicians, it’s a more tactful type conversation. When they talk to Chamber of Commerce staff, they tend to also choose their words more carefully. When they talk to you, it’s more point blank, to the point, blunt and the reality of the way they really feel. You’ll never get a sugar coated answer to a small business dilemma from an actual owner. They’ll tell you how they feel. Whether they are happy or mad as hell about an issue. You also are the eyes and ears of the community with it’s residences.

When you come to these committees you bring knowledge. You will soon find your ideas, observations and personal opinion are paramount. You are the most valuable tool a chamber committee could ever hope to have. You need to ask yourself “Do you have the extra time?” If you don’t, don’t volunteer. There is nothing worse than a committee member who volunteers and then doesn’t pull through when he or she is needed. If you have the time you be repaid in new business contacts and customers and the feeling of knowing you made the difference.

How do you join a committee? Talk to the president of the chamber. Tell them you want to volunteer. Find out which chamber committees have openings. Many times there is no limit to the number of people, so try to pick one with a large group of members. You will be able to do more networking and big groups tend to divide sub-committee work loads more evenly. Join a committee that interests you. Don’t join one you don’t care about. Just like in college, you always got better grades in the classes you enjoyed, didn’t you? Make sure the people in the group really want to get something done and it’s not just a who’s who social gathering. That kind of group eventually fails to accomplish even the most basic of mission statements. You are a winner, so you should be in a winning group.

Make sure once you have gone to a couple of meetings, the turnover is low and that no one person’s ego stands out in the group, especially if it’s the chairman. If this happens, go to one more meeting and dismiss yourself. “Business is so good, I don’t have any time left.” Then volunteer to with flyer distribution by leaving information on your counter or delivering this vital information to your customers and business clients. Tell everyone you are more than happy to be of assistance. Then give everyone in the group your card. You can still help without battling personalities. Remember everyone there is volunteering and it is better to be a friend than an enemy.

Board Of Directors

Being on the board of directors of a Chamber of Commerce is extremely important. It’s an easy job and very prestigious. It’s also great for business. You will receive notice when board seats come up for election. Usually chambers ask their members through direct mail if anyone would like to run for a board seat. Fill out the form with a brief resume. Make sure not to go over the maximum word count. Try to shave off ten percent if possible because people tend to read the short ones more. Don’t exaggerate your accomplishments. If you need help with this, call one of the current board members you know who is not re-running for the same position. Find out from the chamber what day they will be mailing the ballots and call everyone in the chamber two days before. It’s important not only to win, but to win by a margin. It gives you clout with the chamber members and staff. When you win, make sure to attend as many meetings as possible. Usually meetings are only one time per month.

Grand Openings

When you are privy to information about a new business opening or a grand opening ribbon cutting event, you should visit the business:

· To sign them up as new customers

· To offer to give free products or service coupons for grand opening goers

· To help them meet potential buyers, namely all your customers

· To say hi and let them know you are all in the same boat and wish them many years of success

Internet Programs

Always try to get your company listed in the Chambers on-line directory. There may be an additional charges for this, but it is worth it.

Distribution Of Monthly Newsletters

Most Chambers of Commerce publish a monthly newsletter of what’s going on around town and with various business members. The more hot little hands these newsletters get into, the better it is for the advertisers and the better for you as a member. It’s also great for chamber membership, the more people who join the Chamber the more people in the club to buy from you and help all the businesses in the community. If you have a mobile type business and volunteer to deliver a chamber newsletter to every business in your area, you will surely be a chamber favorite. If you are a retail or location based business, have them on your counter for customers and associates. Your customers will also be glad to receive a copy and and your business customers will eventually join the chamber if they haven’t already. You will be helping businesses everywhere in town by doing this. This will be recognized. It will also help you when the chamber does a story on you to put in the newsletter. Of course, that month we will print extra copies and direct mail them to every licensed business in your town and all of our franchisees. Try to refer fellow businesses to the chamber each month.

Membership Drives

Whenever the chamber has a membership drive, you should volunteer to help. You have fax data bases and distribution power “plus” you know personally many business owners in town. Chamber membership is the life line of their existence. The more you, we help them, the more they help you. It is okay to join many chambers or at least all the ones where you want customers.

Logo On Vehicle

Offer to put a magnetic sign on your work vehicles with the local Chamber of Commerce logo. This helps the chamber and legitimizes your business. If this is not possible, put your Chamber of Commerce member plague on your dash board. If you have a location business, be sure to display your plaque where it can be seen by all visitors

Meeting With Chamber

You should be on a first name basis with the Chamber of Commerce president. You probably already are. He or she needs your feedback. They need to know what’s going on at the street level and no one knows better than you. You will be the eyes and ears for the chamber. You should set aside one hour per month to discuss concerns you’ve heard on the street and possible solutions you’ve worked out. Try to make it a regular meeting such as the first Tuesday of the month at 8:00 am. This meeting can be with the Chamber manager or even a Board Member you can relate with. If you belong to a committee bring your information and observations there.

Network With Other Groups

You should network with your service club whether it be Elks, Lions, Optimists, Kiwanis, Rotary, Soroptimists, whatever. Bring those concerns with you. Help the chamber co-sponsor events with your club and other clubs, making one big happy united family town thanks to you. You can also volunteer to help on the Boys and Girls Club, United Way or other associated non-profit, which helps people. By adding your Chamber Membership to a non-profit commitment, you will make a difference and super-charge your business.

Attending Meetings

You should attend meetings sponsored by your Chamber of Commerce. As many as you can. Enough that you don’t need to wear a name tag because everyone already knows you. You still should wear a name tag. However write on it:

· A New Friend

· Customer Service

· Me

· Label

· Name Tag

· Just Me

· I love meeting new people

· Put name on upside down

Sounds funny but it’s a great ice breaker. It works every time. After all, there is bound to be a new face popping up every once in a while. Many of these new members may feel intimidated and you can help them and really make a new friend and business associate creating team work, co-marketing efforts and sharing of customer lists with non-competing businesses.

Trade Shows

Table top mixers and trade shows are very important. Smaller shows – such as city fair, county fair, Chamber of Commerce Business Fair, etc. – you can do for relatively low cost. Pretty good statistics. Trade fairs and shows are good.

One of the major advantages of exhibiting in a show is the tremendous impact that you can deliver and direct to a preconditioned group of prospects. Through your exhibit, these prospects can see how they can benefit from your services and/or products. Exhibiting in various types of shows offers you both short and long range benefits.

As with any of your sales promotion programs, the success of your show participation depends largely on proper planning. Before you enter a show, analyze all the factors involved and determine if the show will attract prospects who will require your services. Your final decision should be based upon the estimate of value you will receive for the money, time and effort put forth.

To get information on the shows scheduled for your area, contact your local Chamber of Commerce. If you are considering entering an annual show, ask for a list of regular exhibitors from past years. Then check with these exhibitors for their opinions as to the value of the show.

Referrals – Word Of Mouth

No matter what you do at a Chamber of Commerce meeting, remember to bring cards. Chamber mixers draw about fifty people or more, grand openings twenty, committee meetings ten. Always say when handing out cards, “If you do not need our service/products please take this card and give it to someone who might be interested. Thanks.” This will make the person happy that you are not pressuring them and they will be glad to pass it on.

Letters To The Editor

You should rifle off at least one letter a month to the local paper praising a small business, the Chamber of Commerce or how happy you are to have a business here. If you have a reason to praise more than one person, type the letter and have a co-worker sign it.

Conclusion:

Your success in your business is up to you, we live in the greatest country in the world. You are allowed to unlimited success, but with that incredible gift you are also allowed to fail. The ball is in your court, your chamber membership can be one of your greatest assets, but you only get out what you put in. Stay involved, do not ever give up and use your chamber to help you win.

“Lance Winslow” – Online Think Tank forum board. If you have innovative thoughts and unique perspectives, come think with Lance here. Lance is an online writer in retirement.

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Tags: chamber of commerce memberships, public relations, tips for public relations

Imagine you’re the technology reporter at a daily newspaper. You learn that a new computer virus is making the rounds on the Net and you find that it has shut down three local banks within the past few hours. You’re desperately searching for information on the virus, names and phone numbers of experts who can tell you about it, ways to prevent the virus from spreading, how to eradicate the virus and repair the damage to computers, and a spokesperson from at least one of the banks so you can get a quote for your article — all before 5 PM so you can write the story that will appear on tomorrow’s front page. Whew!

I’ll bet you’re feeling a bit frazzled and impatient. Where would you start?

Right. You’ll look in your database for a local computer expert to help you understand the scope of the problem, the damage expected and how to fix it.

You call the first one. No answer. You don’t have a cell phone number. So you call the next expert. She’s not in her office but you call her cell phone and she answers. You get most of the information you need and several website references to look up the rest. This woman is a saint!

Now that you understand the problem, you call Bank #1, but you can’t get through to anyone except the receptionist, and she’s not helpful. You call Bank #2 and the president takes your call but says, “No comment.” You secretly think she’s an idiot and vow never to talk to her again.

You call Bank #3 and the marketing director is very helpful. He begins with, “How can I help you?” and then gives you a brief summary of the situation, offers to set up a meeting within the next few minutes with the president and the bank’s IT director. “In the meantime,” says Mr. Marketing Director, “please take a look at our website. Our Media Room is up-to-date. There you’ll find bios and photos of our president, Mr. Boss, and our IT director, Mr. Whizkid. The photos are in various sizes, downloadable and suitable for printing. There’s also a copy of our last annual report, information about our locations and number of employees, and much more that might be helpful to your story.”

You go to the website. It’s very easy to navigate and you find everything you need to complete your story. Now all you need are a couple of good quotes and you’re done. The interview goes off without a hitch. Everyone is open and honest. You get great quotes.

Now you have all the information you need and finish the story in time to have a drink after work with your friends. You tell them about the terrific marketing director at Bank #3, saying, “I love that man.”

Now step out of the reporter’s shoes and think about your company. If you were really in this situation, you’d like to be Bank #3, wouldn’t you? What does your Media Room look like? Do you have everything you need there? Is it easy to navigate? To find out what you should include, read “Does Your Media Room Rock?” here.

Lois Carter Fay, APR, is a 30-year veteran in the P.R. and marketing field. She works with women business owners and small business owners to help them improve their businesses.

She now produces three marketing ezines, Brainy Tidbits, Brainy Flash, and Success Secrets of Women Entrepreneurs. All are free. Visit MarketingIdeaShop or WomenMarketing to subscribe and claim your free special report.

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Tags: public relations reporters, public relations writing, public relations

So, you’ve had your book published or you’ve gone the self-published route, but what do you do now?

You contact a newspaper, radio or television station requesting an interview and they ask you to send them a press kit.

First of all, don’t panic. A press kit is not some magical entity that only those published by the big houses can have. You can create an affordable and great looking press kit on your own.

Here are some things that you can include in your press kit to send to interested reviewers and interviewers.

1. An author’s bio detailing all your professional writing credits, contest wins, short stories, articles etc. A little bit about what you enjoy in your spare time, but most of it should be about your writing life.
2. Include the clippings (or photocopies of them) from newspapers or magazines where your articles have appeared. If you’ve only ever written for the web, print out a copy of the article and mention the website where it was selected to appear. Don’t include your own website as a writing credit.
3. An author photograph, as professional as possible. A head and shoulders shot is usal. Don’t send your latest holiday snaps.
4. A picture of your book’s cover, or postcard or poster of it.
5. Any previous good reviews you have had for your book.
6. Any speaking engagements or booksigning events that you have coming up. Or the details of previous ones and how successful they were.
7. You could also include a previous interview, it might save them some time and at least you know what sort of questions might be asked of you.

If you can afford it, a nice presentation folder for your press kit goes down well, but it isn’t a necessity. On your website, you can also list the things above as a virtual press kit, but if a newspaper etc. ask for a press kit, don’t just send them to the website. They would probably prefer everything in hard copy, but it doesn’t hurt to ask if they would accept an electronic copy.

About The Author

Annette Gisby is a novelist and freelance writer. Her articles have appeared both in print and online, and to date she has three fiction books published, Silent Screams, Drowning Rapunzel and Shadows of the Rose. Her non-fiction book, Writing the Dream has lots more hints and tips for writers. Please visit Annette’s website for more information on her books here.

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Tags: industry tips, public relations industry, press kits, public relations

A great way to celebrate your achievements and capitalize on your successes is to share them with your clients, members, community leaders, and other influential decisionmakers. But how can you do that without sounding like you are bragging?

Tell the story of your success using one of these five approaches, which will work for newsletter articles, website content, and press releases.

Profile a Person Involved

Personal profiles are a great way to share good news. Instead of talking about your accomplishments directly, profile the people who worked on them or the people who benefit from them. If the profile is of a staff member, have them explain the challenges associated with the project and why the success is so meaningful to them. If you profile someone who benefits from the successful project, ask them to explain how his or her life has changed for the better as a result of the organization’s achievement.

Analyze a Trend

Put your accomplishment in the context of larger trends within your community or national trends in your field. Use events and statistics from sources outside your organization to demonstrate how your success fits into a larger pattern (or bucks a trend).

Explain How You Did It

In an easy-to-follow format, provide your readers with clear directions on how to do something related to your accomplishments. What did you learn during the process that you can share with others? What can your newsletter readers do to help build upon your achievements and further your mission? Show your readers, step-by-step, how they can be a part of your success.

Create a Top Ten List

People love lists! Create a top ten list related to your accomplishment. Consider these angles: Ten Things We Learned on the Way to the Top, Ten Mistakes We Made Before We Hit It Big, and Ten Things We Do Every Day to Keep Growing. You don’t need ten items, of course. You can pick any number that works.

Challenge the Conventional Wisdom

Busting a myth or challenging what most people assume is true is another great way to grab and keep your readers’ attention. Being successful often involves taking risks and doing things differently than others. Talk about how you broke away from norms to accomplish something great.

It is important for you to share your successes publicly, because success breeds more success. No one likes a show off, but if you use a strong, creative angle like those described here, you can tell your positive stories and successfully cultivate more supporters, clients, donors, and volunteers.

© 2005, Kivi Leroux Miller. All Rights Reserved.

Kivi Leroux Miller is president of Writing911.com, which provides free writing advice, tip sheets, e-courses, and in-person workshops for people who need to write well at work. She specializes in helping nonprofit organizations improve their newsletters, annual reports, and other publications.

Visit her webiste here to sign up for “Writing Tips,” a free monthly e-newsletter that will help you improve your writing and your publications.

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Tags: public relations story, public relations strategy, public relations

Question: Why should your business issue a press release? Answer: because you have something to say, you want to say it in public and a press release encourages the press to say it for you. And because you want to show your business in a favourable light from the outset and begin the longer-term process of building awareness and understanding of your product or service.

There’s plenty of research to show that young companies – weighed down by the business of simply running a new business – pay scant attention to PR, yet that’s exactly what they should be doing from the very start to get their names and products known. For most businesses, PR isn’t about spin or the abstract maintaining of “good relations” with the press and public; it’s simply about telling people that you and your products or services are there and letting them know why they should be interested. It’s about getting column inches in newspapers and magazines and fulfilling the adage that an inch of good editorial is worth a page of advertising. It’s about making your sales easier.

Issuing press releases is a mainstay of basic PR. It’s how you start the ball rolling with the press. The good news is, if approached in the right way (whether you do it yourself or use an affordable professional, this activity need not cost the earth).

But do remember that you’re presenting your business to the public. A release that’s poorly written, with grammatical or spelling mistakes, or full of jargon, or long-winded and unfocused, can do you more harm than good. Given the importance of PR, there’s something to be said in favour of paying for professional writing skills. PR writers don’t just turn out good English: they know how to structure a press release and present facts in a way that appeals to busy journalists and grabs their attention.

The next question is: “When should I issue a press release?” Certainly, issuing releases willy-nilly, at whim, is no good. The time to make a business announcement is when you have something topical and newsworthy to say (but remember: what you consider topical might not be of interest to the wider world or to journalists). All releases need a strong ‘hook’ – in other words, an angle that will appeal to editors and give your story a good chance of gaining coverage.

So, what would be considered newsworthy? For starters, perhaps you’re launching a new product or service? Or opening a new branch? Or you’re launching a spin-off venture from scratch? Whatever it is, it should be presented as offering something reasonably new and interesting, not just as a “me too”.

Hopefully, your product or service has particular benefits and applications that will appeal to your market segment and generate interest. If whatever you’re launching is technically innovative or it’s being marketed in an unusual or high profile way, you could have the basis of a release. In this case, make sure you don’t fill your release with unnecessary jargon or marketing-speak that could alienate journalists, such as “the cost effective, integrated, seamless, one-stop-shop solution to meet all your business needs.” Tell people what it is you’re actually offering. The above example is full of hype but what’s the product? An accountancy service? A stationers? An abattoir?

Other company activities could be newsworthy. Have you appointed any new members of senior staff who have a reputation in your industry? Won a large contract or client? Become involved in a sponsorship deal? Have you received an accolade or won an industry award? If so, the trade press might be interested.

Forthcoming events can provide ideal material for announcements. Are you holding any open days, speakers’ panels, rallies or debates? Charity events or donations from your organisation to good causes are worth highlighting, as are initiatives that benefit the wider community. If celebrities or public figures are involved, your newsworthiness will increase. The level of interest will relate to the stature of your company and the nature of your event. If a famous chocolate factory held an open day with lots of freebies, it would be of national press interest. If Bloggs the Grocers held a similar event, the local paper would be the main target.

When you’re seeking newsworthy stories, don’t forget one of your best assets – your personnel. Have any employees been recognised for outstanding achievements? Do they have unusual hobbies? Have they received any unusual requests or orders from customers that your company has fulfilled? The local press might opt for a quirky human-interest story.

Whatever the reason for your announcement, remember this rule of thumb: yet another pizzeria on a high street full of pizzerias will not gain many column inches, no matter how good the pizzas. But a pizzeria offering the hottest jalapenos in the UK, singing waiters, Italian cocktails with every meal or three for the price of two (or something!) just might. Sometimes it’s even worth coming up with an offer of some sort (particularly in retailing) simply to garner press interest.

Remember to monitor the news for events to hook into. Can you associate your company with upcoming holidays, public projects, or fads? Statements that might seem controversial, such as stating your organisation’s stance on a volatile public issue, might gain coverage. Have you conducted research that gives you statistics you could release?

Finally, if you’re targeting different press sectors with the same story, write multiple releases rather than issuing one generic release. An announcement focusing on the metallurgy used to create your new range of stainless steel cooking pans would be of interest to the trade press. However, it wouldn’t be considered too thrilling by the lifestyle press and women’s magazines.

You need to think carefully about what you’re announcing and who it’s aimed at, rather than using the ‘scattergun’ approach and sending untargeted releases to whichever journalists you happen to find. Professional PR distributors retain up-to-date lists of all the journalists in each industrial sector and geographical region, and take a great deal of care to target the right journalists with the right releases. If you’re distributing your release yourself, a few hours’ homework can pay enormous dividends.

By Press Dispensary
Press Dispensary is a professional UK-based press release writing and distribution service that delivers news to the media and other opinion formers quickly and affordably.

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Tags: resource for public relations, public relations

Next to white papers, case studies are the most popular tool in the technical marketer’s toolkit.

The ubiquitous case study can range from a 3- paragraph online snippet to a full-blown magazine article. The most popular case study in the marketing/PR arsenal is the 500-700 word success story. They’re not as challenging to write as white papers, but you should structure them for maximum impact.

Different companies use different structures for their case studies, but all should follow the same general pattern: 1. Company overview and challenge 2. Project details 3. Positive results (of course)

Customer Overview and Challenge

Start with a 2-3 paragraph overview of the customer’s company. This should be very positive – since you’re going to detail a problem the customer was having, the last thing you want to do is make them sound like jerks. So compliment them. Feel free to adapt the overview from their own Website text, where they’re already placing themselves in the best possible light.

Then move on to the business challenge. Don’t make the customer sound stupid or incompetent. The challenge should always be centered on something good that is happening to them – fast growth, industry prominence, strategic IT changes – whatever. Their challenge should be applicable to your readers’ own business issues.

Project Details

No project goes perfectly, but save the debriefing for the longer-form trade journal article. These short case studies should report on the successful project by briefly discussing specific products and benefits.

Don’t go all over the map. If the project is fairly narrow or specific, you won’t have any trouble sticking with the main point. In the case of large and complex installations, concentrate on the main point. For example, Microsoft Great Plains has more modules than you can shake a stick at. Concentrate on the ones that had the most positive impact on your customer.

Business Benefits

Always quantify improvement when you can. Numbers can be dollar savings, percentages, or other measures of saved staff time, more efficient workflows, better customer service, etc. Be sure that the benefits you list are the benefits the customer perceives – hard costs are most easily quantified, but soft costs may have the higher perceived benefit to a customer. Ideally you will list both.

When NOT to Write a Case Study

What are the most common blocks to partnering with a customer for a case study?

1. Your customer is really unhappy. They’d do a case study all right, but you wouldn’t want them to. If you’re the hapless individual setting up the initial interview, be sure that the customer really is happy and is open to talking to you. Otherwise they’ll just give you an earful. Fix: promise the customer that you’ll pass on all of his comments to the technical support team, or whoever you think will best handle it. Then do it, and forget about it.

2. Customers who fear their market will punish them. Prime example: legal firms with security issues. Sure you helped them through a security project and now they’re Fort Knox, but they don’t want their clients to dream that a problem ever existed in the first place. Fix: Forget it. They’ll never give you permission to produce the study. Besides, they’re probably right.

3. Your customer is an exacting IT type who is suspicious of the success story format. This customer considers the project a success too, but they dislike purely positive spins – and no project is perfect. Fix: If they are happy for the most part, get a buy-in that the project really was successful. Don’t put him off about the negatives, capture those comments too and promise to pass them on. (Then do it.) This is usually enough to secure the interview.

4. Your customer is scared to be interviewed. This is usually the IT guy who did all the footwork, and prefers to stay behind the scenes. He (or she) will either be too nervous to talk, or will despise you because he doesn’t think you’ve got the technical chops. Usually both. Fix: Understand the technology you’re interviewing about. You don’t have to be an engineer, but you should understand IT pressures and issues. Ask leading questions, but if they clam up and won’t talk, thank them and hang up. Tell your customer contact that you’re so happy you got to talk to the technician, and now could you talk to a project manager too?

Christine Taylor writes expert white papers, case studies and bylined articles for technology and business clients. Subscribe today to “The Taylor Marketing Report” here and learn how lead generating marketing materials increase market leadership, customer reach and sales.

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Tags: education public relations, public relations, case studies in public relations

What is the true purpose of public relations and how can it really help impact the growth of your small business? In order for the media to succeed, they need information that is both useful and entertaining for their readers. This is where you, the business owner or marketing executive, come in.

When thinking of public relations, many things may come to mind, like: Sweaty palms as you pick up the phone to try and convince a reporter how great your business is; getting writers block while trying to write a press release about your company; countless hours of faxing your story to hundreds editors just to find out that your piece did not make it to print.

However, public relations does not have to be such a daunting effort. If done right, public relations can also bring rewarding thoughts to your mind, like: The constant ringing of phones in your office of people interested in your products or services; gaining credibility and becoming a leading expert in your industry; or thousands of people learning about your company in a matter of days without costing you a dime!

This is the type of public relations that every business owner should strive for. First of all, let’s analyze the true meaning of public relations. The Webster dictionary defines public relations as “Communication with various sectors of the public to influence their attitudes and opinions in the interest of promoting a person, product, or idea.” Sounds easy enough, right? Well, if that’s the case then why do so many companies struggle with implementing effective PR campaigns?

Most small business owners think that public relations is too time consuming of an effort. This may be true in cases where small businesses have very limited resources (i.e. staff, budget), but this should not discourage you from doing it. It is just a matter of prioritizing your goals and leveraging the resources that you do have available to take advantage of what is an invaluable marketing tactic. Now that we have established the importance of PR for your business, here are a few tips to get you started in the right direction:

1. Create several creative story pitches. The way to get into the hearts and minds of the media is through a great story pitch. Shamelessly promoting your business or its products is not going to do you much good. Not only that, but editors may classify you as that annoying self-promoter that won’t stop pitching their product line, and then refer you to the advertising department. When developing story pitches you should ask yourself the following questions:

What makes this story different from the hundreds of other stories being submitted? Will this benefit readers financially, professionally, emotionally, or even spiritually in any way? Is this really entertaining or fun to read? If the answer to any of these questions is “No”, then it is time to adjust your story until the answer is “Yes”.

2. Match your target audience with the right media channels. If your company’s main customer base is women in their 30s, then you probably don’t want to focus on media channels that target a demographic of men in their 50s. Really understanding your target audience will help you in the next step of your PR plan – targeting the right media channels.

Even if you were to get exposure in these “A List” publications, it doesn’t necessarily mean that you will get the same results than if you had a write-up in a more targeted publication that focuses specifically on Human Resource issues.

After getting your initial list of potential media targets together, rate each one on how good it fits with your target markets, and go after the ones that fit best first, regardless of the circulation or popularity of the source.

3. Have a spokesperson or PR firm represent your company. So let’s assume that you have executed your calling campaign and have sparked interest with an editor or reporter looking to secure an interview with someone at your firm. They contact your office but no one is available to take their call. One thing that journalists and editors lack is patience, and rightfully so – they have deadlines to fulfill! The last thing you want is to be unavailable when an editor or reporter wants more information about your company or products.

4. Take advantage of your opportunities when they present themselves. PR results do not happen overnight. You must be patient and persistent. However, when activity comes up, you must ensure that the company is rewarded for the hard work put in! So do not forget to include your company information including a 1-3 line sentence describing your company, author byline (if applicable), and a URL of your web site. Media professionals will sometimes forget to include this information so it is your job to include it in your press release, articles, or interview. If you have a welcoming relationship with your media contact, see if you can check the article before it goes to print. If you are doing a talk show, make sure they mention your company name and/or web site on the bottom of the television screen.

5. Follow up with your contacts. Now that you have received press, do not forget to thank the reporter or editor who wrote it. Maintaining solid relationships is essential to the success of your PR campaign. Taking a reporter out to lunch or dropping them a kind note every now and then doesn’t hurt either.

In sum, PR is a wildcard marketing strategy that can yield tremendous results if implemented correctly. Companies need to have either an in-house or third party person dedicated to PR, at least on a part-time basis. This person needs to be the champion of the company, products or services, in a tireless fashion. Don’t forget that your number one goal is to get in front of your target audience. In your next marketing plan review or initial development of one, make sure to give PR serious attention and the resources necessary to implement a long-term PR strategy.

About The Author

Dali Singh is the Managing Director for Blueliner Marketing, a full-service marketing and communications firm based in New York City. Visit her website here.

Article

There’s good news for public relations execs, marketing
professionals and even one-man-band entrepreneurs: journalists
are surfing your sites looking for news.

It’s true – while some PR people spend months trying to win over
cynical reporters in order to wrangle a company profile or CEO
interview (and get nowhere), an army of journalists are
proactively hunting for facts, figures and interview candidates.

Now the bad news: these same journalists say most online press
rooms suck. Big time. If you’re thinking to yourself: ‘Uh-oh, we
don’t have a press room,’ chances are you’re missing out on
important media opportunities. If you’re thinking: ‘What’s a
press room?’ you need to act fast.

In an ideal world, a press room is a vibrant, constantly updated
section of your corporate website including company
backgrounders, executive profiles, news releases (with a
comprehensive, searchable archive), media mailing list and -
perhaps most importantly – clear and concise contact information
if journalists need to get in touch.

Want to see a great press room? As usual, Google pulls it off by
keeping things nice and simple:

http://www.google.com/intl/en/press/index.html

If you haven’t got the time or resources to put together a
world-class press room like that, here are a couple of strategies
that can help you in the short-term. But keep in mind these are
suggested as temporary measures – an accessible, professional
press room is no longer a luxury for a company that considers
itself professional, it’s an absolute necessity.

• Blog It!

Sign up for a blog at one of the big free providers such as
Blogger (http://www.blogger.com). These services are template
based and you can have their standard layouts look and feel like
your own site in a jiffy. To be honest, even if you use the
standard template, change the title and give it the odd tweak
here and there you’ve still covered the important bases.

Then place a link on your corporate website to the new blog
(perhaps label it as ‘News Blog’ or plain old ‘News Room’ or
‘Press Room’) and you’re ready to promote your news. Be sure to
include full contact details in the blog’s bio section -
remember, journalists are always on one deadline or another and
they want your input NOW! If you’re worried about spambots
gathering your email address, include them as ‘name <-at-> domain
dot com’. If a journalist can’t work that out you probably don’t
want to hear from them anyway!

Once your blog is up and running, turn it over to one or two key
members of your staff. Have them post news releases – and shorter
news updates – to the blog as often as possible. The beauty of
this solution is that you get free XML/RSS feeds thrown in via
the Blogger engine. If you don’t go for Blogger, be sure to check
on XML/RSS feeds before you select a suitable service.

• The Single-Click Press Room

Even if your corporate website is a few pages of plain HTML a
friend knocked together as a favour and you’re unwilling to make
any drastic changes to it in order to add a press room, you can
still provide visitors with a full list of your press releases
with the addition of a single link to your main site.

First of all, ensure you’re making full use of one of the free
press release distribution services. For the sake of this example
I hope nobody objects if I use our own, ClickPress
(http://www.clickpress.com).

Enter your company name in quotes as a search term – for
example: “Vegetarian Society”. Hit search and you will be
presented with the results: press releases about or including
references to your company. Click on the link below for a live
example using “Vegetarian Society”:

http://www.clickpress.com/cgi-bin/releases/search.cgi?query=%
22Vegetarian+Society%22

A search for “Your Company” will look something like this:

http://www.clickpress.com/cgi-bin/releases/search.cgi?query=%
22Your +Company%22

Copy that URL (with your own company’s name, of course) and there
you have it. Well, almost, you still need to add it to your site.
Add a link to the URL, label the link ‘Recent Press Releases’ and
every time you add a new press release to the news distribution
site it will be included in the dynamic search – you’ve got an
automatic, single-click press room.

• Contacts, Contacts, Contacts

Perhaps the most regular criticism made by web-savvy journalists
is a lack of media contact info on most corporate sites. If you
do nothing else to your site you should add a few lines
explaining who journalists should contact at your company and how
they should do it.

If you’re worried about spam, encrypt email addresses as
explained above or include them as a graphic rather than a hot
link. Provide a landline number and explain between what hours
someone will be available to take calls (and be sure to include
your time zone, unless you’re happy to field calls at three in
the morning from a journalist half way around the world).

There are a wealth of additional cost-free additions you could
make to your site to make it media friendly (a press release
mailing list hosted by Yahoo! Groups or Topica perhaps), so be
sure to check out what other companies are doing.

Best place to find them? In the results of a news search engine,
because they’re the ones who have probably secured media coverage
thanks to a proper press room.

Copyright © 2005 George Hopkin

George Hopkin is a freelance journalist and CEO of ClickPress, a free press release distribution service which distributes content to some of the world’s most influential news and web search engines. ClickPress is a propery of Pressventures, a provider of free and fee-based services to PR professionals.

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Tags: online public relations, public relations, website content tips

Without a solid, well-designed foundation, few buildings
successfully withstand the ravages of time and weather.
And so it is with public relations, ever-dependent upon
how well its practitioners understand the discipline.

Yet, some public relations people manage to go through
their entire career without a firm grasp of what public
relations is all about. Their response to crises, or to
requests for well thought-out solutions to public relations
problems, reveals a serious lack of understanding. They
confuse the basic function of public relations with any
number of tactical parts that make up the whole, such as
publicity, crisis management or employee relations.

Understandably, they feel unsure in approaching public
relations problems, then uncertain about what counsel to
give their clients. Many, relying on career-long
misconceptions about public relations, forge ahead anyway
advising the client ineffectively sometimes with damaging,
if not dangerous counsel.

If you are new to the business, grasp early-on The Rosetta
Stone of public relations, i.e., a guide to understanding the
discipline and its core strength. Namely, people act on their
perception of the facts; those perceptions lead to certain
behaviors; and something can be done about those perceptions
and behaviors that lead to achieving an organization’s
objectives.

The fact is that NO organization — business, non-profit,
association or public sector — can succeed today unless the
behaviors of its most important audiences are in-sync with the
organization’s objectives. Which is why, when public relations
goes on to successfully create, change or reinforce public
opinion by reaching, persuading and moving-to-desired action
those people whose behaviors affect the organization, it
accomplishes its mission.

By all means discuss public relations’ strategic role in any
organization with professionals whom you respect. But do it
early, do it seriously, and do it now so that you create that
solid foundation of understanding about this business that will
help you make a meaningful contribution to the field of public
relations for many years to come.

Once that foundation of understanding is firmly set, an action
pathway begins to appear:

– identify the problem or challenge

– identify target audiences

– set the public relations goal

– set the public relations strategy

– prepare persuasive messages

– select/implement key communications tactics

– monitor progress

– and the end game? Meet the behavior modification goal.

A bonus: you are using a near-perfect public relations
performance measurement. I mean how can you measure
the results of an activity more accurately than when you
clearly achieve the goal you set at the beginning of that
activity? You can’t. It’s pure success.

So, if you are a newcomer to the business, can you expect to
avoid the pitfalls listed above? Yes, and here’s why:

– With proper preparation, you will not confuse action tactics
with the basic mission of public relations because you will
know precisely what each is and just what fits where in the
public relations problem solving sequence outlined above.

– You will feel more confident about providing counsel to the
employer/client because the public relations problem at hand
can be clearly identified allowing you to select solutions that
obviously fit into the action sequence above. You will
accurately identify your target audiences because you will
know exactly who your employer/client wants to reach, and
the necessary action tactics will then be self-evident.

– You realize that you have gone through your entire career
WITH a firm, successful grasp of what public relations is
all about.

But, on the way you must do everything necessary to reach
your target audiences, and to nurture the relationships between
those audiences and the employer/client by burnishing the
reputation of the organization, its products or services. You’ll
do your best to persuade those audiences to do what the
client/employer wishes them to do. And, while seeking public
understanding and acceptance of your client/employer, you’ll
insure that your joint activities not only comply with the law,
but clearly serve the public interest. Then, you will pull-out
all tactical stops to actually move those target individuals to
action. Your client will be pleased that you have brought
matters to this point.

When that client measures your real effectiveness, I suggest
that he or she will be fully satisfied with those public relations
results only when your “reach, persuade and move-to-desired
action” efforts produce a visible, and desired, modification in
the behaviors of those people your client/employer wishes to
influence. In my view, this is the central, strategic function of
public relations and the basic context in which you must pursue
that successful public relations career, a lesson best learned at
the beginning of your career.

Robert A. Kelly © 2005.

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. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communications, U.S. Department of the Interior, and deputy assistant press secretary, The White House. He holds a bachelor of science degree from Columbia University, major in public relations.

Visit his website here.

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Tags: public relations tips, successful public relations career, public relations career, public relations

As a business, non-profit or association manager, you’ll know it’s PR paydirt when you’re able to persuade your key external stakeholders to your way of thinking, then move them to take actions that lead to your department, division or subsidiary’s success.

Proof of the pudding will be outside stakeholder behaviors like increasing repeat purchases, more inquiries about strategic alliances, new specifiers of your components, more membership inquiries, or a jump in capital contributions.

But to realize such results, you’ll have to get personally involved with the public relations people assigned to your unit. Then shift their emphasis from communications tactics to a workable and comprehensive blueprint that will lead to your success as a unit manager.

A blueprint, for example, like this: 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 such a public relations blueprint will require of you, is a sharper focus on those outside groups of people who play a role in just how successful a manager you will be. In other words, the blueprint targets your most important external audiences.

Get your PR people on board early on. This should be an easy task as some of them, no doubt, are wondering if there may be more to public relations than press releases, special events and brochures.

Enlist them instead in a core public relations effort to determine how all of your crucial outside audiences really perceive your operation. I speak here of audiences with perceptions leading to behaviors that affect your organization the most. So discuss with your staff how you can gather those key audience perceptions in the most cost-effective manner.

Since retaining a professional opinion survey firm can be very expensive, you may well conclude that you and your PR staff can interact with members of your target audience and ask the necessary questions. And I would agree.

Among the questions: What do you know about us? Have we ever worked together? Was it a positive experience for you? Did you ever have a problem with our people? Watch for evasive or hesitant answers and, especially, for negativities such as inaccuracies, misconceptions, false assumptions or rumors.

The data you collect lets you set your public relations goal. For example, clarify that misconception, correct that inaccuracy, kill that rumor dead.

You are a manager fully aware that every good goal needs a good strategy to show you how to reach that goal. When it comes to matters of opinion or perception, you have just three strategy choices: create perception where there may be none, change existing perception/opinion, or reinforce it. But take care that the strategy you select fits nicely with your new public relations goal.

Now it’s message time – the special words you will use to alter what you discovered some of your target audience members have come to believe. This corrective message is crucial to the success of the program and, all at the same time, must be clear, believable and compelling.

The next step truly can be called “special delivery.” Here, you take steps to get your message before the eyes and ears of your target audience. Communications tactics will handle that chore for you, and there are dozens of them available like newsletters, brochures, press releases, media interviews, emails, facility tours and lots of others. Be sure that the tactics you select have a track record of reaching people like those who make up your target audience.

Your two-part bottom line? A workable and comprehensive public relations blueprint that (1) assists you as a manager in creating the external audience behaviors you need and (2), in so doing, helps you achieve your department’s business, non-profit or association objectives.

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. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communications, U.S. Department of the Interior, and deputy assistant press secretary, The White House. Visit his website here.

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Tags: tips for public relations, public relations plans, public relations

Think carefully! You’re a department, division or subsidiary manager for a business, non-profit or association and you really need to achieve your operating objectives.

But even a yes response to the headline above leaves the really big question unanswered – does your current public relations plan help persuade your most important outside audiences to your way of thinking, then move them to take actions that lead to your success?

If the answer to that question is uncertain or even no, change is in order. Change that gives you a public relations blueprint that helps lead to managerial success and, some might say, survival.

I refer here to the kind of blueprint that moves the emphasis from communications tactics to an aggressive plan for reaching those outside groups of people with a big say about how successful you’re going to be – your key external audiences.

Here’s the essence of such a blueprint: 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.

Use it to deliver behavior results like lots of new inquiries, buyers coming back for more, fresh queries about joint ventures and strategic alliances, meaningful increases in capital contributions or brand new specifiers of your component products and services.

To make it work, you need to lead those public relations people assigned to your unit away from a preoccupation with communications tactics over to that new, comprehensive blueprint. As a manager, you’re now prepared to create the external audience behaviors you need to achieve your department’s business, non-profit or association objectives.

Charge your PR team with finding out how those key outside audiences perceive your operation. That will require interaction with members of that audience which you will identify when the team prioritizes those groups in order of their impacts on your unit. Here, your choice is, spend significant money on professional survey people to handle the perception monitoring chore, or use members of your assigned PR team to gather the data. Remember that your public relations team is already in the perception and behavior business.

Either way, questions must be asked. “What do you know about us? Have you had positive or negative contact with our folks? Do you have an opinion about our services or products?

Keep your antennae up for any signs of negativity. Did questioners note a glaring inaccuracy? Or a false assumption about your operation? How about any hurtful misconceptions or rumors? Evasive or hesitant responses should also be noted.

Now you’re ready to establish your public relations goal which could be as simple as “correct that dangerous inaccuracy,” or “squash that hurtful rumor” because of the damaging behaviors such negatives can create.

But how to achieve that goal? With the right strategy, of course.

Because there are just three strategies available in matters of perception/opinion, you can create perception where there may be none, change an existing perception/opinion, or reinforce it. But be certain that your strategy choice meshes with your new public relations goal.

Here’s where your PR team’s writing talent comes to the fore. You need a corrective message that will alter negative perceptions among members of your target audience. As unit manager, you need to stay involved in message preparation to make certain it is compelling, persuasive, well-written, fact-based and believable if your target audience’s perceptions are to be altered towards your point of view.

Getting that nifty piece of writing to the attention of that audience of yours is easily accomplished. And here is where communications tactics DO matter. They’ll carry your message to audience members using everything from personal contacts, brochures and media interviews to speeches, newsletters and facility tours. But be certain that your chosen tactics are known to reach people like those in your target audience.

Soon you’ll need hard evidence that the negative perception is really being altered according to plan. This demands that you return to the field and remonitor the perceptions of your target audience members. This time, however, your team will be alert for indications that the offending perception is really changing in the way you planned.

By the way, things can always be moved along faster by adding new communications tactics, and by increasing their frequencies.

As noted at the outset of this article, you need to persuade your most important outside audiences to your way of thinking, then move them to take actions that lead to your success as a unit manager.

Your new public relations blueprint will help you reach that objective.

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. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communications, U.S. Department of the Interior, and deputy assistant press secretary, The White House. Visit his website here.

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Tags: management of public relations, public relations management, public relations

For business, non-profit or association managers like yourself, survival pretty much depends on whether you achieve, or fail to achieve your department, division or subsidiary objectives.

Which strongly suggests that, if you haven’t already done so, you may wish to employ a set of tools that will help you persuade your most important outside audiences to your way of thinking, then move them to take actions that lead to your success.

The tools comprise the fundamental premise of public relations: 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.

And the promise those tools hold for managers are behaviors like new prospects and more existing buyers, repeat purchasors, highly qualified job seekers, new capital contributions, increased membership referrals or more proposals for strategic alliances.

But there is work to do. You need information about those key external audiences. What do they know about your unit and its operations? How familiar are they, if at all, with your services or products? Have they ever worked with any of your people? Was the experience positive?

Tell the public relations folks assigned to your department, division or subsidiary that you want answers to those questions. And for the simple reason that how those important outside audiences perceive your operation usually leads to behaviors that can help or hinder you in achieving your objectives.

Work with them on a list of your key external audiences whose actions most affect your operations. Put those groups in priority order and let’s have a go at #1.

Remember that the success of your new public relations effort depends heavily on how well you gather these key audience perceptions.

Here, you have a choice. You and your PR staff can interact with members of that target audience, which seems appropriate since your PR folks are already in the perception and behavior business. Or, if a substantial budget is available to you, you can hire professional survey counsel to do the work for you.

Either way, asking members of your key target audience questions such as those outlined above along with the responses you receive, provide the foundation data that underpins your entire public relations effort.

But, as you monitor audience member responses to your questions, stay alert for hesitant or evasive observations about your organization. Do you note statements that are untrue or misconceived? How about inaccuracies, rumors or false assumptions? You’ll need to remedy them because we know that negative perceptions inevitably lead to negative behaviors that must be fixed to protect your operation.

As mentioned, the data your interactive monitoring produces is the raw material with which you create your public relations goal. And that might well be clearing up that misconception, correcting that inaccuracy or replacing an untruth with the truth.

Reaching that goal is another matter. You need the right strategy to show you how to get there. As luck would have it, they’re but three strategic choices in perception/opinion matters like this. Create perception/opinion where you have none, change that perception, or reinforce it.

Good writing doesn’t come easy, but that’s your next challenge. Here, you must put together the message you will use to transmit your corrective facts and figures to those members of your target audience.

Now, all at the same time – in a single message – you must be clear about why the false assumption, the misconception or the inaccuracy should be clarified, or even corrected. Your message must present truthful supporting facts, and must be believable and, if at all possible, compelling.

Your public relations team will provide that talent. Also discuss with them blending the message into a variety of public presentations so as not to damage its credibility with a high-profile announcement.

Keep in mind that the timetable can always be accelerated by adding new communications tactics and by increasing their frequencies. Also a good idea to continue refining and updating the message itself.

Happily, what you will have done is use a set of tools that helped you persuade your most important outside audiences to your way of thinking, then move them to take actions that lead to managerial success and, some might say, survival.

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. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communications, U.S. Department of the Interior, and deputy assistant press secretary, The White House. mailto:bobkelly@TNI.net Visit: http://www.prcommentary.com

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Tags: public relations tools, public relations manager, public relations

Manager need basic PR. This is true because department, division or subsidiary managers for a business, non-profit or association really DO need a dynamic yet workable blueprint for reaching those key outside groups of people who have a big say about how successful those managers are going to be.

Unfortunately, a primary emphasis on communications tactics does not take the place of a well thought-out public relations plan for persuading your most important external audiences to your way of thinking, then moving them to take actions that lead to your success.

For example, a basic public relations blueprint like this one: 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.

Save the communications tactics for later when you need something to carry your message to the right external audience.

For now, think about an impactful public relations plan that can deliver the behavior results you want. I’m thinking of behaviors that produce real increases in capital gifts, new inquiries concerning joint ventures or strategic alliances, new waves of prospects or, especially, repeat purchases.

First step on this journey is one of discovery – just how do those key, outside audiences perceive your operation? This is vital, of course, because perceptions often morph into hurtful behaviors. Which suggests that you and the PR team assigned to you begin by interacting with members of those audiences, then prioritize them according to the impacts on your unit.

Here, you have a choice: you and your PR team can personally handle the perception monitoring and data gathering for your target audience because your PR folks are already in the perception and behavior business. Or, a large budget permitting, you can retain the services of a professional survey firm to do the job.

Once you decide who monitors and gathers the perception data, you need to ask the right questions of your audience members. “How much do you know about us, if anything? Do you have an opinion about our services or people. Have you ever had a problem with our operation?”

Stay on the lookout for negative responses such as misconcep- tions, rumors and false assumptions. And especially for inaccur- acies that could do damage because of the hurtful behaviors they can produce.

Now, with such perception data in hand, you’re ready to set your public relations goal. And this can be as direct as “clear up that misconception, neutralize the rumor, or fix that inaccuracy.”

Reaching that goal, however, requires just the right strategy. Since this is a matter of perception/opinion, you have only three choices: change existing perception, create it where none exists, or reinforce that existing opinion/perception.

Now, tap your best writer because you need to prepare a message effective enough to alter negative perceptions among members of your target audience. The message should be multifaceted if it is to do the job. It must be clearly written and fact-based as well as believable and thus, persuasive. Hopefully, it also will be compelling in its tone.

The challenge of delivering your message to the right ears and eyes falls to your communications tactics, and there are a ton of them. Everything from electronic magazines, consumer presentations, speeches and press releases to media interviews, newsletters, brochures and personal contacts. But make sure that each tactic you choose displays a track record of reaching folks similar to those you are trying to reach.

How will you know when you’re making progress? By going back to the field and re-monitoring the perceptions of members of that target audience. But there’s a new wrinkle the second time around. Your antennae will be up to capture signs of change in the offending perception – has that untruth, false assumption, hurtful misconception or damaging rumor been adequately addressed by your message and communications tactics? In other words, is perception among members of your target audience moving in your direction, thus signaling success?

Luckily, you can always speed up the process with additional communications tactics, and by increasing their frequencies.

By this point, what you will have done, of course, is put in place precisely the well thought-out public relations plan you need to persuade your most important external audiences to your way of thinking, then move them to take actions that lead to your success as a manager.

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. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communications, U.S. Department of the Interior, and deputy assistant press secretary, The White House. Visit his website here.

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Tags: public relations basics, public relations for manager and companies, public relations

As a business, non-profit or association manager, any tool that helps you reach your department, division or subsidiary objective IS mission-critical.

And particularly so when that tool helps you persuade your most important external stakeholders to your way of thinking, and then moves them to take actions that lead to your success.

Here is such a mission-critical tool. One that lets you get serious about your public relations. It shifts the emphasis away from communications tactics to a workable plan for reaching those outside groups of people with a large say about how successful you’re going to be – namely, your key external target audiences. The tool says, “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.”

Use this blueprint to create behaviors that lead to activities like more follow up purchases, higher contributions levels, increased qualified employment applications, new joint venture proposals or a big boost in capital contributions.

First, meet with the public relations people assigned to your department, division or subsidiary and let them know you’re serious about finding out what your most important outside audiences actually think about your organization. The rationale being that target audience perceptions usually lead to behaviors that can help or hinder you in achieving your operating objectives.

Decide among you which audiences are really key to your success then build and prioritize your list of important outside groups of people whose actions most affect your unit. Now, let’s work on #1 on that list.

Your new mission-critical public relations effort will rest heavily on how efficient you are in rounding up the perceptions of your key target audience.

You can put your public relations team to work interacting with members of that #1 outside audience. Or, if you can tap a good sized budget, you can ask a professional survey firm to do the job for you. However, because your PR folks are already in the perception and behavior business, my choice would be to use them for this assignment.

One way or the other, someone must interact with members of that prime audience and ask questions like “What do you know about our operation? Are you familiar with our services or products? Have you had any negotiations with us? If so, were they satisfactory?”

But watch the responses carefully. Notice any evasive or hesitant comments about your organization? Be especially alert for misconceptions or untruths. Are there false assumptions or inaccuracies you need to remedy in light of experience that shows negative perceptions inevitably lead to negative behaviors – the kind you must correct to protect your unit’s operations.

The result of all this work is that you are now prepared to set your public relations goal. For instance, clarify a hurtful inaccuracy, fix that misconception or flatten that rumor once and for all.

But there’s more to reaching your goal. As with just about any goal you pursue, you don’t reach it without the right strategy to show you how to get there. Fact is, with matters of perception and opinion, you have three strategic options: change an offending opinion/perception, create it where there isn’t any, or reinforce an existing perception.

Now comes some work that requires real writing talent – preparing the message you will use to carry your corrective facts and figures to members of your key target audience.

The message must display several characteristics. It must be clearly written as to why that misconception, inaccuracy or false assumption should be corrected or clarified. Your supporting facts must be truthful leading to a finished message that is both believable and compelling.

Now, how about moving your message to your audience? This is the least complex step in the sequence because there are so many communications tactics ready to do the message delivery job for you. They range from op-eds in local newspapers, radio and TV interviews, speeches, consumer briefings and brochures to newsletters, emails, personal meetings and many, many others. Only caution: be sure the tactics you assign to the job have a good record of reaching people just like those members of your target audience.

What about progress? Only way to know for certain if offending perceptions have been altered, is to interact out there once again with those audience members asking the same questions as before. But this time, you and your PR team will be watching carefully for indications that the troublesome perception really is moving in your direction.

That’s where the rubber meets the road, isn’t it? Alter the offending perception…that leads directly to the predictable behavior…that helps business, non-profit or association managers use mission-critical public relations…to reach their department, division or subsidiary objectives.

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. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communications, U.S. Department of the Interior, and deputy assistant press secretary, The White House. Visit his website here.

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Tags: public relations tips, public relations, public relations tools

When, as a business, non-profit or association manager, you are able to persuade your key external stakeholders to your way of thinking, then move them to take actions that lead to your department, division or subsidiary’s success.

And again when those outside stakeholder behaviors deliver results like more people returning to buy again, new prospects sniffing around, individual capital gift levels rising, or more inquiries arriving about strategic alliances and joint ventures.

It especially matters when the emphasis of the PR team assigned to your unit shifts from communications tactics to a comprehensive blueprint that leads to your personal success as a unit manager. Particularly as it demands of you a sharper focus on the very groups of outside people who play a major role in just HOW successful a manager you will be – your key external audiences.

But, what really matters most about your public relations is the foundation on which you build your program. For example, one like this: 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.

How you implement such a fundamental premise is the enduring key to success. Discuss it with your PR team, especially the importance of learning how your organization is perceived by those target audience members. It should be obvious to all concerned that those perceptions almost always result in predictable behaviors that can help or hinder your operation.

You need to interact with members of the key target audience and ask a lot of questions. “Do you know anything about us? What do you think of our services, products or people, if anything? Have we ever worked together on a project? Was it a positive experience? Do you have any kind of problem with us?”

If budget is not a problem, you can hire a professional survey firm to gather these data. Or, since your PR people are already in the perception and behavior business, you can put them to work doing this very important work.

Whoever does the perception monitoring work should stay alert for negativities, especially attitudes and voice levels. Watch carefully for untruths, misconceptions, inaccuracies or rumors.

Once gathered, these data will form the basis of your public relations goal. Sometimes, the goal is extremely sensitive and specific. Other times, it can be as straightforward as “clarify that misconception, correct that inaccuracy or stifle that rumor.”

Since a goal without a strategy is like a pizza without a beer, you may choose from three strategies usually applied to a perception or opinion problem. Create perception where there isn’t any, change existing opinion, or reinforce it. Always see to it that the strategy you select is an obvious and natural fit with your new public relations goal.

A burning need for writing ability surfaces here because you must prepare a really effective message if you are going to alter any negative perceptions among members of your target audience. Your PR team should be able to handle this assignment just fine, in particular the need for persuasiveness and a compelling writing style. It must be clearly written with excellent factual support if your message is to be believable and result in the altered perception you desire.

Message delivery, fortunately, is a simple matter as you select from among the long list of communiucations tactics available to you. You may choose media interviews, speeches or group briefings, or from among newsletters, emails or brochures. Just be certain the tactics you pick can prove they actually reach people like those in your target audience.

The question of whether progress is being made will surface rather quickly so prepare asap to again interact with, and question members of your target audience. Only this time, you’ll be alert for indications that the negativities have been dealt with and that target audience perception is moving in your direction.

Should you feel the need to accelerate matters, you can always add a few new communications tactics, and increase their frequencies.

It seems safe to say right here that what matters most about public relations is your survival as a manager who uses PR to help reach his or her objectives. Which is precisely why PR demands of you a sharper focus on the very groups of people who play a major role in just HOW successful a manager you will be – your key external audiences.

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. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communications, U.S. Department of the Interior, and deputy assistant press secretary, The White House. Visit his website here.

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Tags: top public relations things a firm should know, public relations, important aspects of PR

If you manage a department, division or subsidiary for a business, non-profit or association, your primary public relations model probably should read this 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.

Properly executed, this comprehensive blueprint will help you persuade your key external stakeholders to your way of thinking, then move them to take actions that lead to your unit’s success.

And, as you move the emphasis of the public relations crew assigned to your operation from communications tactics to the model outlined above, YOU move ever closer to personal success as a unit manager.

Here’s why. The blueprint demands of you a sharper focus on the very groups of outside people who play a major role in just how successful a manager you will be – your key external audiences.

Like most managerial initiatives you implement, your new public relations blueprint also will require aggressive execution.

So, sit down with your PR people and explore why it’s so important to know how your operation is perceived by those target audience members. Make certain everyone around the table understands (and accepts) the reality that those perceptions just about always result in predictable behaviors that help or hinder your operation.

Which is precisely why your team will need to interact with your key target audience and ask a number of questions as part of this initial perception monitoring session. “What do you know, if anything, about our services, products or people? Have you ever made contact with us? Was it a positive experience? Do You have any problems with our organization?

You can always retain a professional survey firm to gather these data for you but that can be expensive. Remember that your public relations people are already in the perception and behavior business and can certainly handle this vital assignment.

Regardless of who handles perception monitoring among target audience members, it’s crucial to be on alert for misconceptions, inaccuracies, false assumptions, untruths and, especially, unfounded rumors.

The reason is, the perception data you gather will form the basis of your public relations goal, which can be quite direct such as fix that inaccuracy, correct that untruth, or clarify that misconception.

At this point, you need a strategy to tell you how you’re going to achieve that goal. Where matters of perception and opinion are concerned, there are really just three strategy choices: create perception where there isn’t any, change existing opinion/perception, or reinforce it. But try to size your strategy choice to fit your new public relations goal.

Now, if you’re to actually alter hurtful perceptions among members of your target audience, you need to prepare a message that is not only compelling in its presentation, but completely believable. And it must be crystal clear, factual and persuasive if it is to move opinion in your direction and lead to those behaviors you desire.

Now, when it comes to communication tactics to carry your message to the eyes and ears of your target audience, you’re in luck. There are dozens of tactics available to do the job for you. Everything from speeches, newsletters and brochures to emails, open houses and customer briefings. But keep in mind that you must insure that the tactics you choose have a good record for reaching people just like the members of your target audience.

To show management that progress towards your goal is actually happening, you will have to duplicate the earlier perception monitoring interaction among target audience members. This time, however, you and your PR people will be watching carefully for signs that the offending perception is being altered, AND in your direction.

Happily, there’s one more option open to you – you can speed up the process by adding more communications tactics to the mix, AND increasing their frequencies.

Best part about this particular blueprint is that it will help you ramp up your public relations effort in a way that let’s you pursue the behavior changes you really need if you are to achieve your unit’s operating objectives.

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. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communications, U.S. Department of the Interior, and deputy assistant press secretary, The White House. Visit his website here.

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Tags: public relations, public relations choices, company decisions

You have been if you’re a business, non-profit or association manager whose public relations budget is focused largely on nifty brochures, column mentions and broadcast plugs. Especially without a workable plan that helps you persuade your most 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.

A plan, say, like this one: 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.

Managers like yourself can win big when you base your public relations planning on this kind of blueprint, one that demands of you a sharper focus on the very groups of outside people who play a major role in just how successful a manager you will be – your key external audiences.

The payoff can take many forms: repeat purchases, a big bounce in showroom visits, increases in capital gifts, new waves of prospects, a large boost in membership applications, and even new inquiries about strategic alliances or joint ventures.

More important, as you move the emphasis of the public relations people assigned to your unit from communications tactics to the blueprint outlined above, YOU move closer to personal success as that unit manager.

Take control of the PR folks assigned to your unit and insure that every last one of them understands why it’s so crucial to know how your operation is perceived by your key target audiences. Be certain that they accept the reality that those perceptions almost always end up as predictable behaviors that, left unattended, can raise cane with your operation.

Discuss how your PR team will undertake a perception monitoring session and question members of your key target audience: have you had prior contact with us? Was it satisfactory? How much do you know about our services or products and people? Have you encountered problems with our organization?

While you can always hire survey specialists to round up these data for you, remember that your very own PR team is already in the perception and behavior game and should be of use for this project.

No matter who handles the perception monitoring drill with members of your target audience, you/they must remain alert for false assumptions, unfounded rumors, inaccuracies, misconceptions and untruths.

The reason for this caution is that the perception information you gather helps you establish your public relations goal. Examples might include, spike that rumor, correct the false assumption, or clarify the misconception.

But how do you go about achieving that goal? You pick the right strategy from the three choices available to you. Change existing perception, create perception where there may be none, or reinforce it. Be certain, however, that the strategy you choose is an obvious fit with your new public relations goal.

Now, what will you say to members of your key target audience to help persuade those with the offending perception to your way of thinking? Select your PR team’s best writer because you must prepare a very special, corrective message. One that is not only compelling and believable, but very clear, based on solid facts and persuasive if it is to shift perception/opinion towards your point of view and lead to the behaviors you have in mind.

The next step, luckily, is easy. You must select communications tactics to carry your message to the attention of your target audience. Insuring that the tactics you select have a record of reaching folks like the members of your target audience, you can pick from dozens that are available to you. From consumer briefings, media interviews, newsletters and personal meetings to speeches, facility tours, emails, brochures and many others.

Keeping in mind that the method of communication can often affect the credibility of the message, you may wish to deliver it during a meeting, a presentation or other small getogethers rather than in a higher-profile press release.

Soon, you will want to demonstrate that your new public relations effort is making progress. And that means a second perception monitoring session with members of your target audience. Using many of the same questions as in your first benchmark session, you will now be on alert for signs that the offending perception is being altered in your direction.

Fortunately, you can always move things along by adding more communications tactics as well as increasing their frequencies.

You will not be shortchanged – nor feel shortchanged – when you sharpen your focus on the very groups of outside people who play a major role in just how successful a manager you will be – your key external stakeholders.

Especially when you use a workable 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.

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. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communications, U.S. Department of the Interior, and deputy assistant press secretary, The White House. Visit his website here.

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Tags: successful management of public relations, public relations tips, public relations

When your public relations results pretty much depend on whether your news item gets used in a newspaper column or on a radio talk show, you may be ready for a fresh approach.

Why not shoot for a 1-2 PR punch?

First, focus sharply on those external audiences who play a major role in just how successful a business, non-profit or association manager you will be.

And second, use the proactive public relations blueprint outlined below to help you persuade those important outside stakeholders to your way of thinking. Then move them to take actions that lead to the success of your department, division or subsidiary.

You need a simple plan — the fundamental premise of PR, as it turns out — that gets everyone working towards the same external audience behaviors, and puts your public relations effort back on track.

Here’s the blueprint:

“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.”

And here’s a good way to put that blueprint to work in your organization as you pursue external audience behaviors that lead directly to achieving your objectives.

By the way, I’m talking about behaviors changes like welcome bounces in showroom visits, community leaders beginning to seek you out; membership applications on the rise, customers starting to make repeat purchases; organizations proposing strategic alliances and joint ventures; prospects starting to do business with you; politicians and legislators unexpectedly viewing you as a key member of the business, non-profit or association communities; and even capital givers or specifying sources beginning to look your way.

Get started by sitting down and actually listing those outside audiences of yours who behave in ways that help or hinder you in achieving your objectives. Then prioritize them by impact severity and begin work with the target audience in first place on your list.

Of course you’re probably data-challenged because you aren’t certain just how most members of that key outside audience perceive your organization.

There’s a good chance you don’t have the budget to accommodate professional survey work. So you and your PR colleagues (they should be quite familiar with perception and behavior matters) must monitor those perceptions yourself.

Interact with members of that outside audience by asking questions like “Have you ever had contact with anyone from our organization? Was it a satisfactory experience? Are you familiar with our services or products?” Stay alert to negative statements, especially evasive or hesitant replies. Watch carefully for false assumptions, untruths, misconceptions, inaccuracies and potentially damaging rumors. Any of which will need to be corrected, because experience shows they usually lead to negative behaviors.

So, because the obvious objective here is to correct those same untruths, inaccuracies, misconceptions and false assumptions, you now select the specific perception to be altered, and that becomes your public relations goal.

But a PR goal without a strategy to show you how to get there, is like a bratwurst without the onions. That’s why you must select one of three strategies especially designed to create perception or opinion where there may be none, or change existing perception, or reinforce it. The challenge here (a small one) is to insure that the goal and its strategy match each other. You wouldn’t want to select “change existing perception” when current perception is just right suggesting a “reinforce” strategy.

Now it’s your writer’s turn to prepare a compelling message carefully designed to alter your key target audience’s perception, as called for by your public relations goal.

It may be that combining your corrective message with another newsworthy announcement of a new product, service or employee will lend more credibility by not overemphasizing the correction.

The new message must be very clear about what perception needs clarification or correction, and why. Your facts must be truthful and your position must be logically explained and believable if it is to hold the attention of members of that target audience, and actually move perception in your direction. In other words, your message must be compelling.

Now you select your “beasts of burden,” the communications tactics you will harness to carry your persuasive new thoughts to the attention of that external audience.

Luckily, the list of tactics is a long one. It includes letters- to-the-editor, brochures, press releases and speeches. Or, you might select radio and newspaper interviews, personal contacts, facility tours or customer briefings. There are dozens in waiting and the only selection requirement is that those you choose have a record of reaching people just like the members of your key target audience.

Those around you will soon inquire if any progress is being made. Of course you’ll already be hard at work remonitoring perceptions among your target audience members. Using questions similar to those used during your earlier monitoring session, you will now look carefully for indications that audience perceptions are beginning to move the way you want them to move..

Happily, you can always speed up the process by adding more communications tactics, AND by increasing their frequencies.

But, as this article suggests, building your PR playbook around communications tactics is self-defeating. Instead, use your tactics as originally intended, to carry messages. What must come first is an aggressive public relations plan such as that outlined above that targets key stakeholder behavior change leading directly to achieving your department, division or subsidiary objectives.

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. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communi- cations, U.S. Department of the Interior, and deputy assistant press secretary, The White House. He holds a bachelor of science degree from Columbia University, major in public relations.

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Tags: revamping your pr plan, public relations plan, public relations

To get someone’s name in the newspaper or a product mention on a radio talk show?

If that’s all you expect, fine. But that response tells me that, as a business, non-profit or association manager, you may have overlooked an important reality: people act on their own perception of the facts, leading to predictable behaviors about which something can be done on your behalf.

And you may be compounding that error by failing to insist that your department, division or subsidiary PR people make this very special effort: create, change or reinforce the perceptions of those external audiences whose behaviors really DO impact your unit.

If true, it means you don’t have a proactive public relations plan that targets the kind of stakeholder behavior change that leads directly to achieving your operating objectives.

Still, I’ll bet you’d like to do everything you can to help your unit’s PR team persuade your important outside stakeholders to your way of thinking. Especially so when such a program works to move those stakeholders to behaviors that lead to the success of YOUR department and YOUR programs.

Well, there’s still time to fix things.

Sit down with the public relations people assigned to your unit and make certain the whole team buys into why it’s so important to know how your outside audiences perceive your operations, products or services. Be sure they accept the reality that perceptions usually morph into behaviors that can hurt your unit.

Explore with them how you will monitor and gather perceptions by questioning members of your most important outside audience: how much do you know about our organization? Have you had prior contact with us and were you pleased with the interchange? How much do you know about our services or products and people? Have you experienced problems with our people or procedures?

Of course, you can always engage survey pros to round up these data for you, but that can be expensive. Besides, remember that your very own PR team is already in the perception and behavior game and could be of use for this opinion monitoring project.

Regardless of who interacts with members of your target audience, questioners must stay alert to false assumptions, unfounded rumors, inaccuracies, misconceptions and untruths.

Here you must be cautious because the perception information you gather helps you set a specific public relations goal. For example, clarify the misconception, spike that rumor, or correct the false assumption.

You pursue that goal by picking the right strategy from the three choices available to you. Change existing perception, create perception where there may be none, or reinforce it. Be certain, however, that the strategy you choose is an obvious fit with your new public relations goal.

The question now becomes, what will you say to members of your key target audience who harbor the offending perception, to help persuade them to your way of thinking?

Select your PR team’s best writer because s/he must prepare a very special, corrective message. One that is not only compelling, persuasive and believable, but clear and factual if it is to shift perception/opinion towards your point of view and lead to the behaviors you have in mind.

Happily, the next step is easy. You select communications tactics to carry your message to the attention of your target audience. Making certain that the tactics you select have a record of reaching folks like the members of your target audience, you can pick from dozens that are available. From speeches, facility tours, emails and brochures to consumer briefings, media interviews, newsletters, personal meetings and many others.

Remember that the method of communication often affects the credibility of the message. So you may wish to deliver it in small getogethers like meetings and presentations rather than through a higher-profile media announcement.

Others will soon clamor for signs of progress, and you’ll want to demonstrate such results. And that means a second perception monitoring session with members of your target audience. Using many of the same questions as in your first benchmark session, you will now be on alert for signs that the offending perception is being altered in your direction.

Fortunately, you can always speed things up by adding more communications tactics as well as increasing their frequencies.

You’ll know exactly why you wanted to apply proactive public relations when you sharpen your focus on the very groups of outside people who play a major role in just how successful a manager you will be – your key external stakeholders.

Especially when you follow through with a workable 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.

As comedian Jackie Gleason used to say, “How sweet it is!”

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. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communi- cations, U.S. Department of the Interior, and deputy assistant press secretary, The White House. He holds a bachelor of science degree from Columbia University, major in public relations. Visit his website here.

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Tags: reasons for having public relations, public relations, public relation strategies, public relations strategy

For some, public relations works well when their news release or special event winds up in the newspaper or on the radio.

For others, public relations works best when it does something positive about the behaviors of outside audiences that affect their operations the most. I like this approach because a business, non-profit or association manager can use the fundamental premise of public relations to deliver key stakeholder behavior change – the kind that leads directly to achieving a manager’s objectives.

What fundamental premise of public relations am I talking about here, and how can you put it to good use persuading those important outside folks to your way of thinking, then move them to take actions that help your department, division or subsidiary succeed?

“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.”

A simple plan that gets everyone working towards the same external audience behaviors insuring that your public relations effort stays on track.

By the way, I’m talking about changes in behavior like welcome bounces in showroom visits, community leaders beginning to seek you out; membership applications on the rise, customers starting to make repeat purchases; organizations proposing strategic alliances and joint ventures; waves of prospects starting to do business with you; new inquiries about strategic alliances; politicians and legislators starting to view you as a key member of the business, non-profit or association communities; higher employee retention rates and even capital givers or specifying sources beginning to look your way.

Meet with your PR team and take the time to list those outside audiences of yours who behave in ways that help or hinder you in achieving your objectives. Then prioritize them by how badly they impact you, and start working with the target audience that heads your list.

First challenge? You’re not certain just how most members of that key outside audience perceive your organization.

Because there’s a good chance you can’t afford professional survey work, you and your PR colleagues (don’t worry, they’ll be quite familiar with perception and behavior matters) must monitor those perceptions yourself.

Ask members of that outside audience questions like “Have you ever had contact with anyone from our organization? Was it a satisfactory experience? Are you familiar with our services or products?” Stay alert to negative statements, especially evasive or hesitant replies, and especially for false assumptions, untruths, misconceptions, inaccuracies and potentially damaging rumors. Because experience shows they usually lead to negative behaviors, the objective is to correct any of the above you encounter.

Now, you’re ready to select the specific perception to be altered, and that becomes your public relations goal.

Of course a PR goal without a strategy to show you HOW to reach it, is like a cheeseburger without the ketchup. That’s why you now pick one of three strategies designed to create perception or opinion where there may be none, or change existing perception, or reinforce it. The challenge here (a small one) is to insure that the goal and its strategy match each other. You wouldn’t want to select “change existing perception” when current perception is just right suggesting a “reinforce” strategy.

Flexing your PR muscle, it’s your writer’s turn to prepare a compelling message carefully designed to alter your key target audience’s perception, as called for by your public relations goal.

Remember that it may be advisable to blend in your corrective message with a presentation, or a newsworthy announcement of a new product, service or employee, which may lend more credibility by not overemphasizing the correction.

Clarity is the watchword with regard to what perception needs clarification or correction, and why. Your facts must be truthful and your position must be logically explained and believable if it is to hold the attention of members of that target audience, and actually move perception in your direction. In other words, your message must be compelling.

Now you select your communications tactics, the “beasts of burden” you will harness to carry your persuasive new thoughts to the attention of your outside target audience.

Your potential tactics list is ample, to say the least. It includes letters-to-the-editor, brochures, press releases and speeches. Or, you might select radio and newspaper interviews, personal contacts, facility tours or customer briefings. There are scores available with the only selection requirement being that those you choose have a record of reaching people just like your target audience members.

Before long, questions will be raised as to how much progress is being made. By which time, you’ll be hard at work remonitoring target audience member perceptions. Using questions similar to those used during your earlier monitoring session, you will now look carefully for indications that audience perceptions are beginning to move in the direction you have in mind.

By adding more communications tactics, increasing their frequencies or fine tuning your message, you can always move things along at a faster clip.

Leaving tactics to do what they do best, carry messages, what should come first is an aggressive public relations plan like that outlined above that targets key stakeholder behavior change leading directly to achieving your department, division or subsidiary objectives.

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. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communications, U.S. Department of the Interior, and deputy assistant press secretary, The White House. He holds a bachelor of science degree from Columbia University, major in public relations. Visit his website.

Article Source.

Tags: making the most of publicity and public relations, public relations

Although, as a business, non-profit or association manager, you may be glad this came your way.

Especially if your current public relations effort is delivering more publicity plugs than real behavior change among your most important outside audiences. Change that could lead directly to achieving your managerial objectives.

I’m talking about persuading those key outside folks to your way of thinking, then moving them to take actions that help your department, division or subsidiary succeed.

There’s even a blueprint to help you do it. 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 kind of results can you expect? Consider these: membership applications on the rise; customers starting to make repeat purchases; fresh proposals for strategic alliances and joint ventures; community leaders beginning to seek you out; welcome bounces in show room visits; prospects starting to do business with you; higher employee retention rates, capital givers or specifying sources beginning to look your way, and even politicians and legislators starting to view you as a key member of the business, non-profit or association communities.

An obvious first step involves getting the public relations people assigned to your unit on board. Make certain the whole team buys into why it’s so important to know how your outside audiences perceive your operations, products or services. Be sure they accept the reality that perceptions almost always lead to behaviors that can hurt your unit.

Review how you plan to monitor and gather 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 interchange? How much do you know about our services or products and employees? Have you experienced problems with our people or procedures?

Since your PR people are in the perception and behavior business to begin with, they can be of real use for this opinion monitoring project. Professional survey firms are always available, but that can be a budget buster. Whether it’s your people or a survey firm who asks the questions, your objective is to identify untruths, false assumptions, unfounded rumors, inaccuracies, and misconceptions .

Then you must carefully select which of the above becomes your corrective public relations goal — clarify the misconception, spike that rumor, correct the false assumption or fix certain other inaccuracies.

You can achieve your goal by picking the right strategy from the three choices available to you. Change existing perception, create perception where there may be none, or reinforce it. But be sure your new strategy fits comfortably with your new public relations goal.

But what will you say when you have the opportunity to address your key stakeholder audience to help persuade them to your way of thinking?

Select your best writer to prepare the message because s/he must put together some very special, corrective language. Words that are not only compelling, persuasive and believable, but clear and factual if they are to shift perception/opinion towards your point of view and lead to the behaviors you have in mind.

Happily, the next step is easy. You select communications tactics to carry your message to the attention of your target audience. Making certain that the tactics you select have a record of reaching folks like your audience members, you can pick from dozens that are available. From speeches, facility tours, emails and brochures to consumer briefings, media interviews, newsletters, personal meetings and many others.

Since how one communicates often affects the credibility of the message, you may wish to deliver it in small getogethers like meetings and presentations rather than through a higher- profile media announcement.

You’ll soon feel pressure for signs of progress. And that means a second perception monitoring session with members of your external audience. Employing many of the same questions used in the first benchmark session, you will now be watching carefully for signs that the offending perception is being altered in your direction.

Luckily, matters can be accelerated by adding more communications tactics as well as increasing their frequencies.

This workable public relations blueprint will help you persuade your most important outside stakeholders to your way of thinking, then move them to behave in a way that leads to the success of your department, division or subsidiary.

So, while you may not have asked for this public relations advice, I hope you will agree that the people you deal with behave like everyone else – they act upon their perceptions of the facts they hear about you and your operation. Leaving you little choice but to deal promptly and effectively with those perceptions by doing what is necessary to reach and move your key external audiences to action.

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. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communi- cations, U.S. Department of the Interior, and deputy assistant press secretary, The White House. He holds a bachelor of science degree from Columbia University, major in public relations. Visit his website.

Article Source.

Tags: public relations department, tips for public relations, public relations