"On Deadline: Managing Media Relations" - An Analysis (part 1)

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Getting Started: Setting Up Your Program (part A)

by

Charles Lamson

Getting started in media relations (public relations) means understanding your role and your objectives and sticking to both. But what is your role? Referee? Propagandizer? Shuffler of news releases? Senior counsel? One fact that few executives or organization leaders seem to appreciate is that your role is to make a reporter's job easy, to help that reporter meet his or her objectives and, at the same time, to help your organization meet its objectives.

This tight-rope walking exercise means that when you speak to a reporter you are representing the organization; when you speak to the people in your organization you are representing the reporter. You do not need a split personality to achieve the balance, but you do need a sound understanding of everyone's goals and objectives and, at the same time to help your organization meet its objectives. The reporter's objective is to get a story to help his or her editors meet a goal of having a newspaper that will sell or a television newscast that will attract viewers or a Web site marked "Favorite." Now what are your goals and objectives?

What Kind of Program?

There are two possible kinds of media relations programs: (1) passive or reactive and (2) active or proactive. A passive program means that your organization has determined, for whatever reason, not to seek the attention of the public eye. A passive posture may be initially frustrating to reporters. Once the word goes around, however, the organization generally is left alone, except in crises. Any other mention in the media about the company often is speculation. Privately held companies sometimes engage in this practice and can do so because they are not required by law or regulation to divulge earnings or other financial data.

Even an organization obligated to divulge information to the public can still have a passive program. In this case, nothing beyond what must be reported is given out. This stance does not win friends among the media, but respect from journalists is probably not a goal. There is no need for a media relations person in such an organization because attorneys and accountants can prepare the basic required releases.

Active means that you plan, implement and measure a well-conceived media relations program that supports your organization's goals and objectives. The way to do this is to set up your own media relations goals, objectives, strategies and timetables.

 Developing a Communications Policy and Media Rules         

Media scholar Harold Lasswell has said the communications process must be considered in terms of "who says what to whom, through what channel, with what effect." This applies most significantly in media relations where you need to know---before the telephone rings---who will speak on behalf of your organization and to what purpose.

Dr. Amanda Hamilton-Attwell concurs, defining communication policy as "The rules that will determine the behavior of the communication specialists and the management of the flow of information."

Beyond designating the official spokespersons, a communications policy can set the tone of all your media activities. The policy needs to be endorsed by and disseminated from the leadership of your organization. Early in his tenure, Theodore Vail, the first president of AT&T, wrote a communications policy that has withstood the test of time:

The only policy to govern the publicity [AT&T] is whatever is said or told should be absolutely correct, and that no material fact, even if unfavorable but bearing on the subject, should be held back. When we see misstatements, make it certain that those making them have the correct facts. This will not only tend to stop the making of them, but will lesson the influence in them by decreasing the number of misinformed, and any excuse for misstatements. Attempted concealment of material fact cannot but be harmful in the end.

You should not be creating your communications policy while the reporter is waiting at the door. If your organization does not have a clear communications policy that covers publicity, it is your responsibility to write that policy.

The basis for your communications policy can be found in the guiding tenets of your organization, such as its code of conduct, mission statement or rules of ethical behavior and business principals. It can also be found in communication disseminated by management to employees, as well as in CEO speeches and advertising.

Your policy should address---in clearly understood words---your organization's proactive or reactive stance, guidelines for disclosure and who will be authorized spokespersons for the organization.

The communications policy must be understood, approved and endorsed by the senior management of your organization. More important, the policy must be adhered to at all times. The strengths of a communications policy will be tested during a crisis or negative coverage. With a policy in hand and mind, you now can focus on more detailed guides and plans.

Rules for Responding to Media Queries

Organizations with more than one employee should have a clearly written media policy that spells out who may respond to media inquiries, what kinds of information can or should be released to reporters and what must be kept confidential. A good media policy should include most or all of the following elements:

1. List who in the company may respond to media inquiries, and to whom others should direct media inquiries.
2. Be familiar with the publication that the reporter represents.
3. Treat your reporters courteously. Their impression of each person in your organization affects how they perceive the entire organization and may influence how they report about it.
4. Return reporters' calls within an hour, if possible. They are usually on tight deadlines.
5. Briefly explain to the media who you are and what you do. Prepare a short statement for authorized representatives to refer to.
6. Speak in a way that average readers and listeners can understand. Avoid industry jargon or bureaucratic language.
7. Your media relations policy should indicate what data or information must remain confidential.
8. Feel free to ask the reporter questions about the story---the theme, the point of view, who is being interviewed.
9. If information is already a matter of public record, do not hesitate to share it. Withholding such information will only reinforce the reporter to develop other sources.
10. Always be truthful and accurate. Never exaggerate or inflate. Understatement usually works better than hyperbole. Trust is key to good media relations.
11. Discuss with reporters only what is in your area of expertise. Do not speculate. If you do not have personal knowledge about a subject, suggest a reliable source.
12. When you talk to a reporter, remember that you are really talking to the public.
13. If you need time to research or think about how to answer a question, it is fine to say so. Just arrange a deadline for providing the additional information to the reporter.
14. Avoid disparaging other companies or defaming other people. Not only is it actionable, but it also makes you appear unprofessional.
15. Refer media questions about your firm's policies or political views to the firm's designated executive or spokesperson.
16. If you cannot answer a question, make sure the reporter understands why.
17. Keep it simple. If you finish answering the question and the reporter remains silent, do not feel pressure to elaborate. It may only serve to dilute your message.
18. If a reporter asks about a pending lawsuit or criminal action it is normally not advisable---and in many cases it is improper---to discuss it.
19. Take notes on the interview and promptly send them on to a designated executive, allowing for additional information or clarification. If you plan to record the interview, ask the reporter's permission.
20. Assume that everything you say to a reporter is on the record. If you do not want to see it in print or on the air, do not say it.
21. Do not argue with the reporter. You can be persuasive, but never confrontational.
22. Do not ask the reporter if you can review the story before it is published. If the story is highly controversial, ask the reporter to read back your quotes to confirm accuracy.
23. Do not infringe on a reporter's right to report on and photograph newsworthy events or statements made in public.
24. Ignore minor factual errors or omissions in the published story. If it seriously misrepresents your position or misstates an important fact, politely request a correction.

*SOURCE:ON DEADLINE: MANAGING MEDIA RELATIONS 4TH ED., 2006, CAROLE M. HOWARD AND WILMA K. MATHEWS, 

PGS. 11-15*

END