Our industry is in an exciting time with technological innovations. However, an article in the Harvard Business Review titled “Your PR Efforts May Be Hurting You” reminds us how we still need to approach traditional media and teach upcoming pr students to appreciate the relationship-based aspect of public relations. I found most of the article’s statements to be true. Most students of PR do not build relationships with the media. They also don’t take the time to learn about the company they are pitching for. The first time you meet with a company, you need to ask A LOT of questions. You also need to know about your company’s overall industry. Most PR firms are successful when they have a niche like lifestyle or represent healthcare companies. This allows a firm to become industry experts. Our firm uses wire service but very strategically. In addition to this method it’s key to follow up with reporters. Some PR people don't follow up when a reporter calls or after sending a press release. Especially during a crisis situation, the reporter's deadline is priority.
While we are in age with advanced communication tools like social networking, video chat and smartphones, relationships still matter in public relations. Here’s how you successfully build relationships with both traditional and digital media writers:
1. Reporters are people too. They have families, busy schedules just like we do. Get to know them.
2. Reporters are not out to get you.
3. Answer reporter's calls.
4. Help them when you don't have skin in the game (a story).
5. Follow Up.
Showing posts with label media relations. Show all posts
Showing posts with label media relations. Show all posts
Sunday, January 22, 2012
Monday, September 27, 2010
When the Media Comes a-Calling:
Top 3 Things not to Say—Email, Text or Tweet—During a Crisis
Amid a crisis, journalists don’t just listen for comments from the CEO, business owner or spokesperson; they also dig into the social media circuit to find digital comments that may make headlines.
Social media has become the newest way for executive leaders to proverbially stick their feet in their mouths. Take BP’s Twitter missteps for example (as referenced in Fast Company, “Not So Slick,” October 2010). BP’s Tweets made them look as if they were more committed to preserving their brand than actually helping those in the Gulf.
Proven time and time again, crisis communication in a media environment is one of the most important factors in maintaining a company's corporate image. Part of the overall perception of a company and its leadership’s credibility is how well the CEO, owner or spokesperson can internally and externally communicate a message.
Accordingly, there are definitely comments employees and stakeholders should refrain from making public during a crisis—they could be misconstrued by the media and turn one crisis into yet another.
What not to Say:
1. “No Comment”
Classically, this is a no-no. This comes across to stakeholders, the media and the audience as unprepared or even arrogant. It says that you are choosing to give no account, no information, and take no responsibility for a crisis. It tells the world you feel you are entitled to privacy, while anyone knows that high-profile business people and spokespersons do not have that privilege.
What to say:
“As details of this situation unfold, we renew our commitment to this brand, its mission and you, our customers.” This way, you acknowledge the crisis to the media, but show the world that at such a critical time, you’re keeping a cool head and making considerations for the most important things: a commitment to your company’s standards and customers.
2. “We were unaware of the situation.”
A statement such as this causes leadership to look uninformed and out of the loop. People will question: How can a CEO or business owner not know what’s going on in his or her own company? What type of leader does that indicate? It says the company isn’t taking responsibility.
What to say: “We are aggressively gathering information and looking into this situation,” is a more in-control response, without giving the media details about what you do and do not know.
3. “The media misrepresented the situation.”
Blaming the media is a copout and reactive rather than proactive. While the media does sometimes get their facts wrong, trying to play the hurt sheep only makes your corporation look like a whining child. As well, it may be your company’s lack of clear communication to the media in the first place that caused misinformation to be published. Besides, even if the facts are incorrect, the audience will likely believe what is reported.
What to Say:
“We are willfully working with media outlets to clarify and correct misinformation regarding this situation.” This type of open communication shows you are proactively managing the media instead of them managing you. It also says you are directing them in the way that will best protect your brand and actively shaping the stories that will go mainstream.
In summary, a solid crisis communication plan is like insurance for your business. Will you be covered when the media comes calling with hard questions?
Amid a crisis, journalists don’t just listen for comments from the CEO, business owner or spokesperson; they also dig into the social media circuit to find digital comments that may make headlines.
Social media has become the newest way for executive leaders to proverbially stick their feet in their mouths. Take BP’s Twitter missteps for example (as referenced in Fast Company, “Not So Slick,” October 2010). BP’s Tweets made them look as if they were more committed to preserving their brand than actually helping those in the Gulf.
Proven time and time again, crisis communication in a media environment is one of the most important factors in maintaining a company's corporate image. Part of the overall perception of a company and its leadership’s credibility is how well the CEO, owner or spokesperson can internally and externally communicate a message.
Accordingly, there are definitely comments employees and stakeholders should refrain from making public during a crisis—they could be misconstrued by the media and turn one crisis into yet another.
What not to Say:
1. “No Comment”
Classically, this is a no-no. This comes across to stakeholders, the media and the audience as unprepared or even arrogant. It says that you are choosing to give no account, no information, and take no responsibility for a crisis. It tells the world you feel you are entitled to privacy, while anyone knows that high-profile business people and spokespersons do not have that privilege.
What to say:
“As details of this situation unfold, we renew our commitment to this brand, its mission and you, our customers.” This way, you acknowledge the crisis to the media, but show the world that at such a critical time, you’re keeping a cool head and making considerations for the most important things: a commitment to your company’s standards and customers.
2. “We were unaware of the situation.”
A statement such as this causes leadership to look uninformed and out of the loop. People will question: How can a CEO or business owner not know what’s going on in his or her own company? What type of leader does that indicate? It says the company isn’t taking responsibility.
What to say: “We are aggressively gathering information and looking into this situation,” is a more in-control response, without giving the media details about what you do and do not know.
3. “The media misrepresented the situation.”
Blaming the media is a copout and reactive rather than proactive. While the media does sometimes get their facts wrong, trying to play the hurt sheep only makes your corporation look like a whining child. As well, it may be your company’s lack of clear communication to the media in the first place that caused misinformation to be published. Besides, even if the facts are incorrect, the audience will likely believe what is reported.
What to Say:
“We are willfully working with media outlets to clarify and correct misinformation regarding this situation.” This type of open communication shows you are proactively managing the media instead of them managing you. It also says you are directing them in the way that will best protect your brand and actively shaping the stories that will go mainstream.
In summary, a solid crisis communication plan is like insurance for your business. Will you be covered when the media comes calling with hard questions?
Tuesday, October 6, 2009
Optimize Your Way to an Effective Online News Room
They say good news travels fast and bad news travels faster. Today it can travel almost instantaneously, and if a crisis occurs involving your company, you can expect the media to come calling (or with the current popularity of Twitter, tweeting). What this means is: prompt response during a crisis and to the resulting attention it brings is more critical than ever.
When a crisis breaks and information is scarce, the Internet becomes a primary source for a reporter looking for facts. A quick Web search will reveal past stories and issues about an organization. It will also lead to the company’s Web site where reporters look for factual information about the company’s key executives, FAQs, products and services. They’ll also look for an online newsroom. They’re on a deadline, so make it easy to find and navigate.
Another important tool for the online newsroom is a crisis microsite designed to be activated at a moments notice. A crisis microsite is developed in advance of an occurrence, using much of the same information that is in your online newsroom. Other information could include a media hotline number, company media contacts, the vetted press release and prepared statements. The microsite allows the flexibility to post specific information in the event of an incident, maintaining the integrity of the primary website and positioning the facts in a streamlined format.
So, how do you streamline access to your online press room and what information should you provide reporters in your offering? Here’s our top ten tips:
Tip # 1
An online newsroom should be easy to find, so give it a prominent position on your landing page reached by just one click. The same applies for company media contacts. One click should allow reporters access to names, numbers and e-mail addresses.
Tip # 2
Prepare a crisis microsite in advance of an occurrence to direct media to event specific information, and test it with your crisis team. When a crisis hits, you will not have the time to develop communication tools.
Tip # 3
Optimize your company’s presence on the web by building key words into your news page architecture; use terms to attract search engines like “media” or “press” in conjunction with your company’s and CEO’s name.
Tip # 4
Leverage online tools like RSS feed options to keep reporters updated on company news or crisis updates as they occur.
Tip # 5
Make your online newsroom interesting. Use video to tell or enhance your story.
Tip # 6
Multi-media offerings are necessary in today’s news environment. Provide photos in a variety of formats and sizes and include b-roll (stock video of facilities and executives).
Tip # 7
Likewise, providing graphics and charts (in a variety of formats) are key to illustrating important stories and also helpful for reporters under deadline.
Tip # 8
Reach out in advance to media in your industry before they need the information. Let them know about your newly-designed newsroom.
Tip # 9
If you want to reach outside your industry to mainstream business reporters, try Reporting On; Help a Reporter Out (HARO) or PitchEngine.
Tip # 10
Remember other than for the convenience of the media, the number one reason you have an online newsroom is to provide a way to keep company information current and front and center of key stakeholders. Optimize to your advantage!
When a crisis breaks and information is scarce, the Internet becomes a primary source for a reporter looking for facts. A quick Web search will reveal past stories and issues about an organization. It will also lead to the company’s Web site where reporters look for factual information about the company’s key executives, FAQs, products and services. They’ll also look for an online newsroom. They’re on a deadline, so make it easy to find and navigate.
Another important tool for the online newsroom is a crisis microsite designed to be activated at a moments notice. A crisis microsite is developed in advance of an occurrence, using much of the same information that is in your online newsroom. Other information could include a media hotline number, company media contacts, the vetted press release and prepared statements. The microsite allows the flexibility to post specific information in the event of an incident, maintaining the integrity of the primary website and positioning the facts in a streamlined format.
So, how do you streamline access to your online press room and what information should you provide reporters in your offering? Here’s our top ten tips:
Tip # 1
An online newsroom should be easy to find, so give it a prominent position on your landing page reached by just one click. The same applies for company media contacts. One click should allow reporters access to names, numbers and e-mail addresses.
Tip # 2
Prepare a crisis microsite in advance of an occurrence to direct media to event specific information, and test it with your crisis team. When a crisis hits, you will not have the time to develop communication tools.
Tip # 3
Optimize your company’s presence on the web by building key words into your news page architecture; use terms to attract search engines like “media” or “press” in conjunction with your company’s and CEO’s name.
Tip # 4
Leverage online tools like RSS feed options to keep reporters updated on company news or crisis updates as they occur.
Tip # 5
Make your online newsroom interesting. Use video to tell or enhance your story.
Tip # 6
Multi-media offerings are necessary in today’s news environment. Provide photos in a variety of formats and sizes and include b-roll (stock video of facilities and executives).
Tip # 7
Likewise, providing graphics and charts (in a variety of formats) are key to illustrating important stories and also helpful for reporters under deadline.
Tip # 8
Reach out in advance to media in your industry before they need the information. Let them know about your newly-designed newsroom.
Tip # 9
If you want to reach outside your industry to mainstream business reporters, try Reporting On; Help a Reporter Out (HARO) or PitchEngine.
Tip # 10
Remember other than for the convenience of the media, the number one reason you have an online newsroom is to provide a way to keep company information current and front and center of key stakeholders. Optimize to your advantage!
Subscribe to:
Posts (Atom)