Quality public relations does something positive forbusiness, non-profit and association managers about thebehaviors of the key external publics that most affecttheir operations. In other words, it alters individualperception that leads to changed behaviors among theirreally important outside audiences.

In so doing, PR helps persuade those key externalaudiences to the managers way of thinking, helpingmove them to take actions that allow for managerialsuccess.

The alternative to quality PR suggests this question formanagers: are you simply looking for publicity, or doyou want public relations that really CAN change in-dividual perception and lead to equally changed stakeholderbehaviors that help you get your moneys worth?

If thats the high ground you have in mind, take a lookat this PR action blueprint: people act on their ownperception of the facts before them, which leads topredictable behaviors about which something can bedone. When we create, change or reinforce that opinionby reaching, persuading and moving-to-desired-action thevery people whose behaviors affect the organization themost, the public relations mission is accomplished.

Thus, public relations quality begins with these two realities:1) the right PR really CAN alter individual perceptionand lead to changed behaviors that help you succeed,and 2), your public relations effort must involve morethan good times, booklets and press releases if you reallywant to get your moneys worth.

Results, for example, like membership applications on the rise;prospects starting to work with you; customers making repeatpurchases; stronger relationships with the educational, labor,financial and healthcare communities; improved relationswith government agencies and legislative bodies, and evencapital givers or specifying sources looking your way

With the passage of time, you may well see rebounds inshowroom visits; new proposals for strategic alliances andjoint ventures; community service and sponsorshipopportunities; enhanced activist group relations, andexpanded feedback channels, not to mention new thought-leader and special event contacts.

Quality results means your PR crew C agency or staff Cmust be committed to you, as the senior project manager,and to your PR blueprint starting with target audienceperception monitoring.

Its really vital that your most important outside audiencesperceive your operations, products or services in a positivelight. So be certain that your PR staff buys this approach.And be especially careful that they accept the reality thatperceptions almost always lead to behaviors that can helpor hurt your unit.

Emphasize for your team the plan for monitoring andgathering perceptions by questioning members of your mostimportant outside audiences. Questions along these lines:how much do you know about our organization? How muchdo you know about our services or products and employees?Have you had prior contact with us and were you pleasedwith the interchange? Have you experienced problems withour people or procedures?

Should your budget be able to accommodate professionalsurvey people to handle the perception monitoring phasesof your program, fine. If not, always remember that yourPR people are also in the perception and behaviorbusiness and can pursue the same objective: identifyuntruths, false assumptions, unfounded rumors,inaccuracies, misconceptions and any other negativeperception that might translate into behaviors you wontfind acceptable.

Time to establish your public relations goal, one that speaksto problems that showed up during your key audienceperception monitoring. In all likelihood, it will call forstraightening out that dangerous misconception, orcorrecting that gross inaccuracy, or doing something aboutthat ugly rumor.

Obviously, a PR goal needs a PR strategy that shows youhow to reach your new goal. You have three choices whenit comes to handling perception or opinion challenges:create perception where there may be none, change theperception, or reinforce it. As always, a bad strategy pickwill taste like vinaigrette on your toasted bagel, so be certainthe new strategy fits well with your new public relationsgoal. For example, you dont want to select change whenthe facts dictate a reinforce strategy.

Its just plain hard work persuading an audience to your wayof thinking, so your PR team must develop some veryeffective language. Phrases that correct the originalaberation and, at the same time, are compelling, persuasive,believable AND clear and factual. You have little choiceif you are to correct a perception by attracting opinion toyour point of view, leading to the desired behaviors.

Take the time to review your final draft message for impact and persuasiveness. Only then can you select the communicationstactics most likely to carry your words to the attention of yourtarget audience. Dozens are available, from speeches,facility tours, emails and brochures to consumer briefings,media interviews, newsletters, personal meetings and manyothers. But be sure that the tactics you pick are known toreach folks just like your audience members.

Strange but true that the credibility of a message can dependon how its delivered. So, on the chance that may be true,you might want to introduce your message to smaller groupsrather than using higher-profile tactics such as news releasesor talk show appearances.

Curiosity will prompt requests for a progress report whichwill prompt you and your PR folks to consider returning tothe field for a second perception monitoring session withmembers of your external audience. Using many of the samequestions used in the first benchmark session, youll now bealert for signs that the bad news perception is being alteredin your direction.

You can always accelerate the effort if you feel the need tomove things along at a faster clip C try more communicationstactics and increased frequencies.

Just who is the manager who takes the high ground with qualityPR? Why, the business, non-profit or association managerwhose public relations effort delivers the kind of key externalstakeholder behavior change leading directly to achievinghis or her department, division or subsidiary objectives.