When it comes to effective public relations, there is a lot for a leader to take in. He or she has to be knowledgeable, clear, concise and confident. In addition, different rules of engagement apply depending on whether you're announcing good news, sharing your expertise or defending your brand for a crisis.
At Provident, we have used our expertise to coach companies, CEOs and other C-level leaders on how to connect with the media effectively. It isn't something mastered in a single sitting, and takes constant practice. With that in mind, we wanted to share some of the most common errors we see, and how to sidestep them.
Inaccessibility: It's easy for leaders who don't have a ton of experience in this area to think that their organization's media relations department should handle most interactions with journalists. We've seen leaders eager for profile in the media, but not willing to be the face of their company in a story. If you're interested in protecting and enhancing the brand and reputation of your company, that walled-off approach can actually hurt instead of helping.
For instance, when a reporter approaches you with interest in your recently launched product, the biggest mistake you can make is to respond with a simple statement or some press release links. The reporter will likely think you to be opaque, and you will miss an excellent opportunity to shape the public narrative about your company. And in crisis, especially when a company's core values and consumer promises are under attack, leaders have to be visible. Resorting solely to using spokespeople and statements can erode credibility and be perceived as minimizing the issue. In short, it can exacerbate damage to your brand.
Like it or not, if you lead an organization, you have to have to speak with the media, and it's important that you be good at it.
Lack of preparation: Congratulations, you've made the decision to engage with reporters! With that out of the way, it’s key that you begin preparing and practising, so that you’re ready for when the opportunity (or crisis!) arrives.
In good-news stories, a lack of preparation can be as wasteful as deciding not to talk to the media at all. For example, we've seen instances when a leader is convinced that they know their business backwards and forwards, and that media prep isn't a productive use of time. The leader does the media interview, only to be surprised when they receive minimal coverage in the resulting article. Often, jargon and technical language are to blame. Framing your story in plain language is a key objective of preparation, and should never be ignored. Your brand will thank you for it! For more on how untrained spokespeople can ruin even the best laid PR plans, check out this post.
In a crisis, a lack of prep can be lethal for your reputation. Aside from having a crisis management process which lets you round up key facts and decision makers inside your company quickly, you have to prepare for the questions you will likely face from the media and other stakeholders. Your answers have to be straightforward, factual and rooted firmly in fact. Avoid "freestyling" and speculative answers, unless you're looking to extend the negative news cycle and pour gasoline on the reputation fire. And if you've never faced a crisis before, here's what to do when your media line starts ringing.
Key messages only: You've practiced. You've got your key messages down pat. Now all that stands in the way of success is making sure that journalists report them. Surely, the best way to do that is by repeating them during the interview, over and over again, and regardless of what you're being asked. Right? Well, not exactly.
Because religiously sticking to key messages is sometimes seen as a security blanket for less-than-confident spokespeople, the "key messages only" or "block and bridge" approach is still alive and well today. At Provident, we counsel our clients that if you're looking for a quick way to damage your media relationships and hurt your credibility, this is the single best way to go. Check out this post for more on this subject.
If, on the other hand, you want to elevate your brand and establish yourself and your company as industry thought leaders, you need to think in storylines and narratives, rather than rigid key messages. And in a crisis, empathy and factual clarity almost always works much better than stonewalling the media with your "lines."
Not understanding the media: Last but not least, executive PR failures can often be traced back to a basic misunderstanding of the media and their audiences. If you want to see PR success, you need to think like a reporter, not an advertiser. That means you shouldn't give the reporter your blog copy, ads and fact sheet and expect a glowing front-page story about how amazing you are.
Instead, provide the reporter with something truly new, differentiated and innovative, and which gives their audience value. Invest a little time in researching the reporters with whom you plan to speak, and ensure they have at least a passing interest in your company or your industry. With a little bit of good timing, you will get interest, coverage and the licence to start establishing you and your company as experts in your field.
Engaging with the media is a crucial role for the leadership of any organization. To work well, it requires strategic planning, narrative preparation and strong execution. If you're interested in an unbiased expert opinion about your story, just drop us a line at firstname.lastname@example.org!