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Ready For A Business Recovery?

by Robert A. Kelly

Who wants to face the challenges of a business recovery
without a ton of firepower? Especially when getting your
piece of the action almost certainly depends upon how
well you modify the behaviors of your target audiences.

That s why public relations had better play a central role in your
business planning. Particularly since any recovery that takes
place will be the result of industrial, commercial and individual
consumers alike starting to behave like buyers, whether of
luxury real estate, frozen pizzas, industrial transformers or
information technology.

So, before this train leaves the station, if you are unsure
how best to use public relations in the expected recovery,
consider its basic mission firmly rooted in the principle that
people act on their own perception of the facts. Then it
strives to create, change or reinforce public opinion by
reaching, persuading and moving-to-action those people
whose behaviors affect the organization. When the behavioral
changes become apparent, and meet the program s original
behavior modification goal, the program has succeeded.

But what comes first? How about a real acceptance that
(1) individual perception of the facts is THE guiding light
leading to behavioral change, and (2) that something really
CAN be done about those perceptions. Think about that for a
moment not every one buys it. For me, I can tell you it
was an epiphany of immense proportion that actually helped
shape my career in public relations.

First, we set the goal whether it be to move consumers to try a new soft drink flavor; or to perceive your organization in a new light thus strengthening its reputation; or to lead them to a positive
perception of the company in turn leading to new investments in the company s shares.

Next, what strategy will it take to reach that goal? Opinion Creation,
Change or Reinforcement?

Creation

Now the real public opinion work begins. The public
relations squad must decide whether opinion among key
audiences is to be created from scratch, requiring a lot of
basic data, information and interpretation from which a person
can form an initial opinion.

Change

Or, are we talking about a change in opinion, a nudge in
one direction or the other requiring a clear, credible and
well-supported explanation of, and rationale for why anyone
should alter their current views?

Reinforcement

Or, do we simply reinforce opinion that pretty much tracks
with the opinion level we desire? Here, we use simple
corroboration and additional third-party support to strengthen
existing public opinion.

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But for each of the three choices, the information and data to
be communicated must be creditably sourced, crystal-clear
and logically presented.

On to reach, persuade and move-to-action

Reach

Now, it s time to actually reach your key audiences, people whose
behaviors will affect your organization. Among others, these stakeholders
include customers, employees, prospects, retirees, media, legislators, regulators, and both financial and plant communities.

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But reaching these target groups means applying the most
effective communications tactics available to you. These
will include such tools as media relations and publicity-
generating news conferences and press releases, newsletters
and e-mails, high-profile speeches, charitable contributions,
investor relations, informal opinion surveys and many others.

Special events also will be high on the reach action
list: newsworthy events like trade shows, open houses,
awards ceremonies, contests, VIP receptions, financial
roadshows, and even media-attracting stunts. At the same
time, marketing counsel will want to develop sales-oriented
communications to help build brand franchise, win consumer
acceptance and gain competitive advantage.

Persuade

Persuading your key audiences, the third leg of the opinion
troika, is yet another challenge because bringing these
important groups of stakeholders around to your way of thinking
depends heavily on the quality of the message you prepare
for each target audience.

It s hard work. You must understand and identify what is
really at issue at the moment; impart a sense of credibility
to your comments; perform regular assessments of how opinion
is currently running among that group, constantly adjusting
your message; as well as highlighting those key issue points
most likely to engage their attention and involvement; and
finally, identify and build into your messages pre-tested,
action-producing incentives for individuals to take the
actions you desire.

By the way, those incentives could include the very strength
of your position on the issues, a new plant expansion holding
the promise of more jobs and taxes for the City, or even your
organization s efforts to attract low and middle income
housing to the area.

Implementation

Equally important to moving into action with highly effective communications tactics will be the selection and perceived credibility of the actual spokespeople who will deliver your messages. They must be
seen as people of stature, and they must speak with authority, personal confidence and conviction if meaningful media coverage is to be achieved.

Now, Let s Gain and Hold

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By this time, your action program should begin to gain and
hold the kind of public understanding and acceptance that
will lead to the desired shift in public behavior.

And The End-Game? Modify Behavior, Achieve your Goal

When the changes in behaviors become truly apparent through
media reports, thought-leader comment, employee and community
chatter and a variety of other feedback — at the same time
clearly meeting your original behavior modification goal –
I ll say again that your public relations program can be deemed
a success.

Obviously, your piece of the action in the business recovery
ahead will come at a price. And that will be your cost to
efficiently modify the behaviors of your target audiences.
But, the payoff makes it all worthwhile — nothing less than
the achievement of your business objectives and, at slight
risk of overstatement, a real contribution to the survival
of your organization.

end

About the Author

Bob Kelly, public relations counselor, was director of public
relations for Pepsi-Cola Co.; AGM-Public Relations, Texaco Inc.;
VP-Public Relations, Olin Corp.; VP-Public Relations, 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
Website: http://www.prcommentary.com

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When the word “networking” is used, we tend to think of upwardly mobile college graduates with a bursting day timer in hand chatting up the competition at business meetings, conventions, or workshops. The average blue/pink/white collar worker disconnects, feeling that they could never be that pushy, don’t know enough people to even start the attempt, and that the method only works in competitive business environments.

Wrong!

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While networking can, and often does, follow such a scenario, the concept is much broader than that. The premise is that most people find a job through someone they know. It may be a direct referral or, more likely, indirectly hearing about an opening that seems suitable.

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Procedurally, networking could not be simpler: contact everyone you know to see if they have any firsthand knowledge about job opportunities. Then contact all the people they know. Obtain referrals to other people from everyone you contact and in a short period of time, you will have a veritable army of people working with you to find the right position.

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An organized approach to this time-demanding but highly effective technique is discussed in depth in my workbook “The Wolf at the Door: An Unemployment Survival Manual” (Authorhouse, 2003). Contact lists in various categories are provided as well as schedules for follow up and strategies for maintaining the strength and commitment of your lists.

For now, let’s look at the different levels of networks you can develop.

1. Sizzling Contacts.

These are the people you know personally. They include your family, friends, former coworkers, and acquaintances: your barber, your mailman, your doctor, your real estate agent, the guys you see at the golf course, the women at your club, your children’s teachers, other PTA parents - anyone with whom you have regular contact. Often, you need go no further. How many of us obtained our first job through our family or their friends? It is a common occurrence. Look for a moment at ethnic groups and how they operate. Most new immigrants find a position through personal contacts. Hispanics are famous for bringing in their brothers, cousins, and nephews when there is an opening. Most companies who hire mainly Spanish-speaking labor never advertise. All they have to do is tell their employees that they need more workers and the next day dozens of assorted relatives show up and they can make their selection. There are large ethnic communities in different parts of the country: Vietnamese, Armenian, Indian, Korean, Chinese, Irish, Portuguese, Samoan, and Filipino. In almost every group, initial job search is strictly word-of-mouth. Later, as individuals, many workers become culturally assimilated and move into more mainstream jobs but the core of the group, especially those with poor English skills, tend to remain within their original subculture. There are, for example, airlines whose entire ramp staff at some airports are Pacific Islanders, manufacturing companies where the usual language on the production floor is Portuguese, and supermarkets where the workers (and customers) are overwhelmingly Korean. Contrast the successful employment rate of these groups with, for example, African-Americans who are very loosely tied to their communities. Until recent attempts by Church and civic organizations, networking was almost non-existent in African-American culture and a consistently double-digit unemployment rate directly reflected that lack of connectivity.

2. Warm Contacts.

From everyone you seek out while you are making personal contacts, you try to obtain the names and contact numbers of people they know and if you can use their names as a source of referral. If all the people you directly know, literally dozens, give you a few names to call, you may have well over a hundred names within a few days. Frequently the first and second level contacts are all that is required. Someone you touch will know of something suitable somewhere.

3. Tepid and Cold Contacts.

If you are really unfortunate, your circle of social acquaintances is very limited, your geographic area has devastating economic blight, your have negative or limiting personal aspects (prison record, disabilities, a very poor work record), then you may need to expand an extra level or two. Secondary referrals have some potential but the more tenuous the link between you and your friends and the target person, the less effort to help you is likely to be encountered. When you have exhausted all of your contact lists, unlikely but possible, you are left with the standard job search techniques (classifieds, internet, job fairs, agencies) or cold calling. Cold calls, whether by telephone or, preferably, in person, require you to call or walk into an employer without any introduction, and with no knowledge of any openings. You are likely to receive many negative responses to your queries but sometimes you just happen to time it perfectly and there is a newly available position that suits you. While the chances are sobering, you can still feel proud that you are out in the world, taking positive actions for yourself, rather than withdrawing into the sanctuary of home where the odds against success become astronomical.

About the Author

Virginia Bola operated a rehabilitation company for 20 years, developing innovative job search techniques for disabled workers, while serving as a respected Vocational Expert in Administrative, Civil and Workers’ Compensation Courts. Author of an interactive and emotionally supportive workbook, The Wolf at the Door: An Unemployment Survival Manual, and a monthly ezine, The Worker’s Edge, she can be reached at http://www.unemploymentblues.com

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