Working with the Media: Tips and Strategies

When dealing with newspapers, magazines, radio and television companies, as well as electronic and online media, it is imperative to understand one key thing: the media is bombarded with information daily. This information comes in numerous forms, such as news releases from companies and community groups, announcements from local, state and federal government agencies, and stories from wire services (e.g., Associated Press International).

This enormous and overwhelming amount of information cannot possibly be covered in the press. So what makes the media select some stories over others? Simply put, reporters like unique, interesting and especially controversial stories that relate to their readers’ lives. Unfortunately, quite often the media may be quick to decide that any announcement regarding a company’s global business decisions could mean bad news for the public. As a result, when communicating your company’s global business decisions, be sure to let reporters know exactly how your decisions will impact your employees and local community. And use the suggested talking points in Part III to help put your company’s decisions in context.

However, to ensure the best possible coverage of your company and its position, it is imperative to establish a relationship with the media before any potentially negative information is released. You can do this by suggesting a positive story idea before any difficult decisions are made. But you need to know that today’s media works more quickly than ever before. Racing against the clock and competing with instantaneous information channels, the media does not have any time to waste. This is why you must respect the media’s time constraints and learn when is the best time to contact a reporter. In general, the best time of day to contact a news desk is early to mid-morning, but many reporters also work evenings. When in doubt, prior to sending any information to the media, call the reporter to introduce yourself and find out what is best for his/her schedule.

Reporters need to grasp the central idea of a story, understand what makes it newsworthy and put it into words and images their readers/viewers can best understand. So overall, the best approach to take with the media is to be honest, up front and sincere. If you consistently tell the plain and simple truth to reporters in the most prompt manner possible—even when the news may be sensitive or controversial—you will help your company beyond compare. And, if you demonstrate respect for a reporter’s time, job requirements and position, chances are he/she will treat you in kind.

Media Tips

Once you’ve created an environment of mutual respect, you may find yourself dealing with the media in a variety of ways, such as through a telephone or in-person interview, at a news conference or public event, or even over a friendly luncheon meeting. To avoid speculation, rumors or negative publicity, and regardless of the situation, ongoing communication with the media should follow some simple steps.

Before an Interview 

• Appoint a company spokesperson(s). It may be the CEO, another member of senior management and/or your company’s communications expert. Next, make sure this person is well trained and works closely with the company’s in-house communications department (or if your company has no in-house expertise, a communications/public relations professional). The appointee should be well-spoken, knowledgeable, confident and able to present the company’s viewpoint clearly and coherently, even when under pressure. Using one to two spokespeople will guarantee that your company messages and positions remain consistent and constant.
• Familiarize yourself with the publication or program at which your interviewer is employed. Understanding the reporter’s audience, format and context is key.
• Respond promptly to interview requests. It is fine to call a reporter back as soon as possible and then schedule a time to speak a little bit later. Whatever you do, do not ignore calls or forget to call a reporter back. Nothing angers a reporter more than being ignored.
• Always have clear answers to Who? What? When? Where? Why? and How? And be sure your answers are short and quotable.
• Be prepared, know your facts and have printed materials, including background information, charts or photos ready to share. These materials may take the form of a press kit, which also contains your company’s history, contact numbers and any other relevant information.
• Create some difficult questions you think might be asked and practice your response. Role play interview situations with another employee until you feel comfortable.
• Videotape your practice sessions and check your body language and eye contact. You should appear calm and focused and you should look at the interviewer, not the camera or off in the distance. In short, it’s imperative that you come across confident but not cocky.
• Choose the most important point you want to make and put the following in front of it: “The key thing here is…” No matter what questions are asked, find a way to communicate that one sentence message.
• Work on making your comments brief and not filling in silent pauses or dead air time. It is the reporter’s job to keep the interview moving along.
• Think very carefully before turning down an interview request. Refusal to talk with the media can be construed as if you have something to hide. Plus, reporters always will go to another source, and he/she may not be as credible or knowledgeable as you are.

 During an Interview

• Be consistently positive about your position. Remember every interview is an opportunity to reach a large audience with your own words and images to present your company in a positive light.
• Tell only what you want the interviewer to know. Take your time and answer questions carefully. Remember, every single thing you say can be printed or used! Going “off the record” is not recommended.
• Be polite, friendly and accommodating, never arrogant or defensive. If you do not know the answer to a question, do not be afraid to say “I don’t know” or “I need to check on that.” And then be sure to get back to the reporter with that information as quickly as possible.
• Whatever you do, do not lie or massage the truth. Also, do not say “No comment.” That will make you appear as if you are hiding something.
• Use simple terms and express yourself concisely. Do not use industry abbreviations or jargon. Remember your audience likely is the general public/community and chances are a reporter may not know very much about your topic. As such, do not assume the reporter has background information.
• Use examples or analogies to outline your message. This tactic can illustrate your point in a way that helps the reporter, and ultimately the public, visualize, understand and identify your position (see the fishermen analogy in Part III).
• Listen to the reporter’s questions and answer them as best you can. Also try to weave in as much as possible on your company’s position. Have a few 10-second sound bites memorized that you can use comfortably. In short, use questions as a jumping-off point or as an opportunity to expand on your position.
• Avoid answering “What if?” questions. In response to those kinds of questions, reply “I don’t want to speculate on that.”
• Show your concern if there is a problem and demonstrate what your company is doing to address and remedy the situation.
• Stress the human angle and focus on how communities may ultimately benefit from the action you’re taking.
• If the story could be construed as negative, don’t provide unnecessary information. Stay focused and only answer the questions you are asked.
• Never insult the reporter by asking to see the story before it goes to print. However, you may say “Let’s review my quotes to be sure they’re all correct.” This is two-fold in its focus: you can clear up any misunderstood or misinterpreted statements and you can get an idea of the angle or direction the reporter is taking with the story.
• Offer to be available for additional questions or clarification.

 After an Interview

• If by accident you provided or your company released incorrect information, correct it as soon as possible. Most often, the best way to deal with mistakes is to admit you made them and then help correct them.
• Unless a major or egregious error is made, don’t call to complain about a story after it appears or airs. If you do feel the need to call, calmly and politely identify the error and request a correction. Chances are simple human error is to blame and you don’t want to destroy a media relationship over an isolated event. Remember, it is more important to keep the relationship positive and respectful than to feel vindicated.
• Do not assume that because your company advertises with the reporter’s publication or program that your story will receive preferential treatment or placement. Advertising and news are two totally unrelated areas and reporters dislike it when companies think there is any connection or correlation between the two.
• The media controls the final outcome, not you. You have no input on the use or placement of your interview or anything else you submit to the media (i.e. news release, op-ed). You must respect the media’s position and do your best to present your message in the best way possible.

All in all, how well you work with the media plays an extremely important role in the success or failure of communicating your company’s decisions. In summary, remember that the messages and information you provide to the media will help determine what the public thinks and whether or not they will understand and support your position. And also remember, what has been outlined above is only a starting point in terms of media relations. For additional information and more detailed strategies, you should work with your in-house communications executive or an outside professional.

About The Author John Manzella [Full Bio]

John Manzella, founder of the Manzella Report, is a world-recognized speaker, author of several books, and an international columnist on global business, trade policy, labor, and the latest economic trends. His valuable insight, analysis and strategic direction have been vital to many of the world's largest corporations, associations and universities preparing for the business, economic and political challenges ahead.




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