And for managers such as you, here’s the type of results that could emerge. Healthy bounces in show room visits; community leaders seeking you out; prospects starting to do business with you; memb

The casual observer is left with a confusion of tactical, application-oriented definitions of the public relations function: Is it publicity? Crisis management? Special events? Reputation management? Promotion? Or a slew of other tactics in which we engage from time to time?

Which is it? More important, just what lies at the core of managerial public relations anyway?

I believe the core lies in doing something positive about the behaviors of those important outside audiences of yours that most affect your operation.

In other words, create external stakeholder behavior change – the kind that leads directly to achieving your managerial objectives.

And do so by persuading those key outside folks to your way of thinking, then help move them to take actions that allow your department, division or subsidiary to succeed.

Luckily, there’s also a blueprint at the center of public relations to help you cement that PR core for your own managerial benefit.

And it goes 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.

And for managers such as you, here’s the type of results that could emerge. Healthy bounces in show room visits; community leaders seeking you out; prospects starting to do business with you; membe

Which is it? More important, just what lies at the core of managerial public relations anyway?

I believe the core lies in doing something positive about the behaviors of those important outside audiences of yours that most affect your operation.

In other words, create external stakeholder behavior change – the kind that leads directly to achieving your managerial objectives.

And do so by persuading those key outside folks to your way of thinking, then help move them to take actions that allow your department, division or subsidiary to succeed.

Luckily, there’s also a blueprint at the center of public relations to help you cement that PR core for your own managerial benefit.

And it goes 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.

And for managers such as you, here’s the type of results that could emerge. Healthy bounces in show room visits; community leaders seeking you out; prospects starting to do business with you; memb

In other words, create external stakeholder behavior change – the kind that leads directly to achieving your managerial objectives.

And do so by persuading those key outside folks to your way of thinking, then help move them to take actions that allow your department, division or subsidiary to succeed.

Luckily, there’s also a blueprint at the center of public relations to help you cement that PR core for your own managerial benefit.

And it goes 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.

And for managers such as you, here’s the type of results that could emerge. Healthy bounces in show room visits; community leaders seeking you out; prospects starting to do business with you; memb

And it goes 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.

And for managers such as you, here’s the type of results that could emerge. Healthy bounces in show room visits; community leaders seeking you out; prospects starting to do business with you; memb

And for managers such as you, here’s the type of results that could emerge. Healthy bounces in show room visits; community leaders seeking you out; prospects starting to do business with you; membership applications on the rise; customers making repeat purchases; fresh proposals for strategic alliances and joint ventures in the inbox; capital givers or specifying sources looking your way, and even politicians and legislators beginning to view you as a key member of the business, non-profit or association communities.

You also need PR team members who understand that blueprint and commit themselves to its implementation, starting with key audience perception monitoring. Let’s face it, your PR people are already in the perception and behavior business, so they should be of real use for this initial opinion monitoring project.

Caveat: you must be certain your public relations people really believe – deep down -- why it’s SO important to know how your most important outside audiences perceive your operations, products or services. Make sure they accept the reality that perceptions almost always lead to behaviors that can help or hurt your unit.

Talk it over with them, especially your plan for monitoring and gathering perceptions by questioning members of your most important outside audiences. Questions like these: how much do you know about our organization? Have you had prior contact with us and were you pleased with the interchange? Are you familiar with our services or products and employees? Have you experienced problems with our