resh proposals for strategic alliances and joint ventures; and even politicians and legislators starting to view you as a key member of the business, non-profit or association communities.

First things first, you’ll need to get your public relations people on board this public relations bandwagon. They must agree with the vital necessity to k

You can if, as a business, non-profit or association manager, you can honestly say you are doing something positive about the behaviors of those important external audiences of yours that most affect your department, group, division or subsidiary.

And particularly so when you persuade those key outside folks to your way of thinking, and move them to take actions that allow you to succeed.

In its simplest form, of course, what you are doing is helping achieve your managerial objectives by the simple tactic of altering perception leading to changed behaviors.

And there’s a reliable guideline that supports that notion: 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 usually accomplished.

I call that guideline the fundamental premise of public relations from which a variety of satisfying results can emanate. For instance, community leaders beginning to seek you out; capital givers or specifying sources starting to look your way; overdue bounces in show room visits; prospects starting to work with you; membership applications on the rise; customers starting to make repeat purchases; fresh proposals for strategic alliances and joint ventures; and even politicians and legislators starting to view you as a key member of the business, non-profit or association communities.

First things first, you’ll need to get your public relations people on board this public relations bandwagon. They must agree with the vital necessity to kn

em to take actions that allow you to succeed.

In its simplest form, of course, what you are doing is helping achieve your managerial objectives by the simple tactic of altering perception leading to changed behaviors.

And there’s a reliable guideline that supports that notion: 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 usually accomplished.

I call that guideline the fundamental premise of public relations from which a variety of satisfying results can emanate. For instance, community leaders beginning to seek you out; capital givers or specifying sources starting to look your way; overdue bounces in show room visits; prospects starting to work with you; membership applications on the rise; customers starting to make repeat purchases; fresh proposals for strategic alliances and joint ventures; and even politicians and legislators starting to view you as a key member of the business, non-profit or association communities.

First things first, you’ll need to get your public relations people on board this public relations bandwagon. They must agree with the vital necessity to k

ich 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 usually accomplished.

I call that guideline the fundamental premise of public relations from which a variety of satisfying results can emanate. For instance, community leaders beginning to seek you out; capital givers or specifying sources starting to look your way; overdue bounces in show room visits; prospects starting to work with you; membership applications on the rise; customers starting to make repeat purchases; fresh proposals for strategic alliances and joint ventures; and even politicians and legislators starting to view you as a key member of the business, non-profit or association communities.

First things first, you’ll need to get your public relations people on board this public relations bandwagon. They must agree with the vital necessity to k

ic relations from which a variety of satisfying results can emanate. For instance, community leaders beginning to seek you out; capital givers or specifying sources starting to look your way; overdue bounces in show room visits; prospects starting to work with you; membership applications on the rise; customers starting to make repeat purchases; fresh proposals for strategic alliances and joint ventures; and even politicians and legislators starting to view you as a key member of the business, non-profit or association communities.

First things first, you’ll need to get your public relations people on board this public relations bandwagon. They must agree with the vital necessity to k

resh proposals for strategic alliances and joint ventures; and even politicians and legislators starting to view you as a key member of the business, non-profit or association communities.

First things first, you’ll need to get your public relations people on board this public relations bandwagon. They must agree with the vital necessity to know how your outside audiences perceive your operations, products or services. Be especially certain they accept the reality that negative perceptions almost always lead to behaviors that can damage your organization.

Schedule a special sitdown with PR staff to run through just how you plan to guage perception and monitor opinion among your key outside audiences. Go over the questions to be asked: 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?

It’s fortunate for you and I that our PR people are already in the perception and behavior business and can be of real use for the opinion monitoring projects. You always have the option of using professional survey firms, but that can wind up costing real money. But, whether it’s your people or a survey firm who handles the questioning, the objective is to identify untruths, false assumptions, unfounded rumors, inaccuracies, and misconceptions.

One of the aberations you discover will stand out clearly as your corrective public relations goal – it could easily be to clarify the misconception, spike that rumor, correct the false assumption or fix a variety of other possible inaccuracies.

Simplifying matters is the rea