Recently the New York Times ran a story , “When the News Wasn’t New” that a current exhibit at the Folger Shakespeare Library on Capital Hill demonstrates there has been cynicism about the art and science of gathering and reporting of news and opinion since the professions’ erstwhile “official” beginnings some 360 years ago in England. It seems that much of the criticism at that long ago time was centered upon, “no wisdom…just much posturing and gossip.”
It goes on to state that, “It is strange to think that the genetic code of modern journalistic culture was laid down four centuries ago in England, mixing hype and high seriousness, incorporating battles over press freedoms, suffused with a spirit of competition and a need for marketing. The newspaper, we also see, evolved as the creator and mirror of its public.” (Nothing mentioned about public relations in this exhibit, but alas you just know there were PR-types in tights, floppy hats, and quill pens pushing that “hype” referred to above. But more on that later.)
Somewhere I hear that oft-used and much abused cliché… The more things change, the more they stay the same
Except the profession is in real danger this time of folding in upon itself, as it undergoes its latest metamorphosis from tangible printed page to a digital social digest due to dramatically changing technology and a younger audience eager to embrace it. Coupled with a crippling economy, these forces are driving the business side of journalism to dictate the quality of its product like never before in the 360-year history. While the conflict of cost versus editorial quality is as old as the profession itself (or any other for that matter,) the wholesale whittling down of both staff and infrastructure has definitely given rise to a much weaker editorial product.
There are those on the shadier side of the PR profession that look at this as a good thing, not a problem…believing that since those inside the media are weaker and the news holes to be filled, larger, the opportunity to gain coverage of clients, deserving or not, has increased exponentially. The rest of us (with whom I prefer to number myself) however, recognize this means we must work ever harder, and in tandem with the media to see that our clients’ stories fit the new and different demands of those on the media side grappling with these changes while still trying to be journalistically sound.
The media has a responsibility as well, in spite of its economic and transition woes. Those on the editorial side that truly care about their profession need to stay vigilant and proactive in preserving quality and integrity in their gathering and reporting. The good editors, reporters and producers that survive (and we all know who they are…or should be) must not let themselves be replaced by expeditious ineptitude under the guise of budget efficiency…i.e., laziness and penny pinching.
How can we help keep them employed and working with us, not against us? Deliver them real news story ideas and pitches that demonstrate understanding and respect of the media for which they work…not tripe and puffery. Bring them news that can be conveniently researched and reported…i.e., make them look good to their boss. In return, let them know (politely, of course…hey, it’s still the media) when they don’t show you similar professionalism and respect in their reporting or broadcast. Demand the same standards from them as they expect from us…solid homework, grasping of the facts, and an intelligent presentation.
With a little work and mutual respect, who knows…maybe we’ll both be around for another few hundred years…but I’m glad we lost the tights!
Monday, January 26, 2009
Sunday, January 18, 2009
Five points CEO’s could learn from the new communicator-in-chief
The upcoming presidential inauguration signifies more than just a dramatic change in the politics of the administrations or the direction this country will be turning towards. If the transition period has been any indication, it also signifies an equally significant shift in how communications will be handled moving forward. Nearly thirty years ago, Ronald Reagan was hailed as the great communicator in the manner in which he shaped his words utilizing his training as an actor, but also in the way he was able to relate those words directly to the American public through a medium he was intimately familiar with…television.
On January 20 we are about to greet another ‘great communicator’ that knows not only how to shape his words as an obviously talented orator, but also knows how to use the media to transmit those words for the greatest impact. Only President Obama doesn’t limit himself to television nor try to circumvent any other media in the process. He seems, at least at this very early point in our relationship with him, that he understands the value of consistently good communications and not just the importance of periodic media outreach.
Oh, that all of our CEO clients should understand that axiom…that serving one’s (or company’s) self-interest lies in serving the needs of others…and no, not their shareholders, the media.
With my apologies to the new president and his administration, I’d like to suggest there are five key points of their communications strategy as it appears to relate to the media that the vast majority of CEO’s could benefit to learn and practice.
On January 20 we are about to greet another ‘great communicator’ that knows not only how to shape his words as an obviously talented orator, but also knows how to use the media to transmit those words for the greatest impact. Only President Obama doesn’t limit himself to television nor try to circumvent any other media in the process. He seems, at least at this very early point in our relationship with him, that he understands the value of consistently good communications and not just the importance of periodic media outreach.
Oh, that all of our CEO clients should understand that axiom…that serving one’s (or company’s) self-interest lies in serving the needs of others…and no, not their shareholders, the media.
With my apologies to the new president and his administration, I’d like to suggest there are five key points of their communications strategy as it appears to relate to the media that the vast majority of CEO’s could benefit to learn and practice.
- Run a tight ship…but an open one. Make sure you’ve done your homework and have your facts straight and a firm communications strategy in place…then encourage open communications to the media.
- Be straightforward in your dealings with the media. Don’t try to outsmart or be in any way disingenuous, i.e., don’t be sneaky, unavailable or lie.
- Don’t be afraid of your competition. The media looks most favorable on those that are willing to mention or show respect to their competitors when necessary.
- Respect the media’s needs, deadlines…and even shortcomings. CEO’s that demonstrate an understanding and respect for the job the media is charged with completing will most often gain a mutual respect in return…even when both sides may not always deserve it.
- If mistakes are made (and they will be) go back to point one…be open about it. Admit the mistake and provide the correction and explanation…and move on. If the other four points have been consistently adhered to, the media will as well.
Sunday, January 11, 2009
Media job cuts can offer opportunity for PR pros, but be prepared for some flak....
Most of the following I must credit to its original author, a friend and associate of mine here at INK inc, and one of the best PR pitchmen in the business, Gary Hanauer. Gary’s analysis and conclusion in a recent company memo is so solid, I thought it worth sharing the best of it…
“ It was a horrendous day at Forbes, with editorial layoffs being announced by Steve Forbes today, and writers grieving over their fellow "family members" being let go. Some were good, promising writers, according to one of my buddies, who survived. Apparently 19 were fired from the magazine and web in the wake of Forbes deciding to merge those two operations. Supposedly, none were senior level people. Forbes editor Bill Baldwin and Forbes.com editor Paul Maidment are now coeditors of the combined unit. Time magazine recently went through the same process.
Gawker says 17 were from the print side, "chiefly those with the longest tenure and the highest salaries," which kind of conflicts with the idea that none were senior level folks. The two from the web were recent hires. Most of the junior reporters who served as fact checkers are long gone. Forbes is also rumored to be moving from its fancy 60 Fifth Avenue digs to Forbes.com's dumpier newsroom at 90 Fifth Avenue so that Forbes can sell the old place. But it's a very bad time to be selling real estate, so the move is still undecided.
What does this mean for us old PR types? I've been around the block for a while and have discovered some tricks that work. And since placements are the lifeblood of the PR business and the only way we get paid at INK, I wanted to pass along what may sound like a new perspective to some and an "old hat" to others.
Believe it or not, with a little bit of attitude adjustment, what's happening at Forbes and elsewhere could mean more (media placements) for our clients!
Why? Because we're pros who don't dilly dally around and waste the time of reporters.
Think about it… with fewer reporters, the ones who are surviving are busier. Who will they be more inclined to turn to for help? To us. The pros like ourselves, who know how to come to them with timely, well thought out pitches that stand out from the crowd. And, the pros who are willing to go the extra mile to think of the "big picture" and to think "out of the box" to get the job done.
Obviously, we should always put our own client and their story forward first. But we should be willing to occasionally pitch a broader story that yes includes our client, but also includes mentioning the names of additional sources beyond the client, even at the risk of mentioning a few of the client's competitors, if it would help you sell a trend or other story and achieve the publicity our client wants.
That isn't how most agencies work, which is why their attempts to achieve publicity at top tier media often flop. They’re thinking like PR people, not the reporters and editors they’re trying to influence."
"In other words, now more than ever, we need to put on the "eyeglasses" of the reporter and try to think like them. What are the tools the reporter will need to get the job done right away? What are the ingredients?
Our job has grown. It's no longer good enough to just give a reporter a lead and a source, and to consider our work done. To move our idea from being merely another interesting pitch to one a reporter will actually use and build a story around, we need to, during the first conversation, tell the person we are pitching why they should do the story "now," when our client is available, who else they could or should interview beyond our client, and how you, as the reporter's new best friend, can send them all the information that's needed to proceed. If that sounds like P.R. 101, but if so, it’s been forgotten.
Additionally, many PR people pitch a story without saying why it must be done either now or soon. And they don't go beyond mentioning the client's name or beyond suggesting the CEO is an interviewee. If so, they’ve only done half their job…which is my point.
My advice about pitching the bigger story, even involving competitors, may sound counterintuitive, but in an age when reporters don't have the time to do much homework and at a time when a sophisticated reporter is going to have to gather this information anyway, my view is that we should be maximizing our chances for success in any way we can, as well as speeding the story from the idea stage to fruition".
And good advice it is, Gary.
“ It was a horrendous day at Forbes, with editorial layoffs being announced by Steve Forbes today, and writers grieving over their fellow "family members" being let go. Some were good, promising writers, according to one of my buddies, who survived. Apparently 19 were fired from the magazine and web in the wake of Forbes deciding to merge those two operations. Supposedly, none were senior level people. Forbes editor Bill Baldwin and Forbes.com editor Paul Maidment are now coeditors of the combined unit. Time magazine recently went through the same process.
Gawker says 17 were from the print side, "chiefly those with the longest tenure and the highest salaries," which kind of conflicts with the idea that none were senior level folks. The two from the web were recent hires. Most of the junior reporters who served as fact checkers are long gone. Forbes is also rumored to be moving from its fancy 60 Fifth Avenue digs to Forbes.com's dumpier newsroom at 90 Fifth Avenue so that Forbes can sell the old place. But it's a very bad time to be selling real estate, so the move is still undecided.
What does this mean for us old PR types? I've been around the block for a while and have discovered some tricks that work. And since placements are the lifeblood of the PR business and the only way we get paid at INK, I wanted to pass along what may sound like a new perspective to some and an "old hat" to others.
Believe it or not, with a little bit of attitude adjustment, what's happening at Forbes and elsewhere could mean more (media placements) for our clients!
Why? Because we're pros who don't dilly dally around and waste the time of reporters.
Think about it… with fewer reporters, the ones who are surviving are busier. Who will they be more inclined to turn to for help? To us. The pros like ourselves, who know how to come to them with timely, well thought out pitches that stand out from the crowd. And, the pros who are willing to go the extra mile to think of the "big picture" and to think "out of the box" to get the job done.
Obviously, we should always put our own client and their story forward first. But we should be willing to occasionally pitch a broader story that yes includes our client, but also includes mentioning the names of additional sources beyond the client, even at the risk of mentioning a few of the client's competitors, if it would help you sell a trend or other story and achieve the publicity our client wants.
That isn't how most agencies work, which is why their attempts to achieve publicity at top tier media often flop. They’re thinking like PR people, not the reporters and editors they’re trying to influence."
"In other words, now more than ever, we need to put on the "eyeglasses" of the reporter and try to think like them. What are the tools the reporter will need to get the job done right away? What are the ingredients?
Our job has grown. It's no longer good enough to just give a reporter a lead and a source, and to consider our work done. To move our idea from being merely another interesting pitch to one a reporter will actually use and build a story around, we need to, during the first conversation, tell the person we are pitching why they should do the story "now," when our client is available, who else they could or should interview beyond our client, and how you, as the reporter's new best friend, can send them all the information that's needed to proceed. If that sounds like P.R. 101, but if so, it’s been forgotten.
Additionally, many PR people pitch a story without saying why it must be done either now or soon. And they don't go beyond mentioning the client's name or beyond suggesting the CEO is an interviewee. If so, they’ve only done half their job…which is my point.
My advice about pitching the bigger story, even involving competitors, may sound counterintuitive, but in an age when reporters don't have the time to do much homework and at a time when a sophisticated reporter is going to have to gather this information anyway, my view is that we should be maximizing our chances for success in any way we can, as well as speeding the story from the idea stage to fruition".
And good advice it is, Gary.
Sunday, January 4, 2009
The best PR ever…ten easy rules to begin 2009.
It’s that time again…to reflect, renew, and commit. However, there is a different feel to those New Year resolutions this time around. Your staffs are smaller…the budgets are lean…and job security isn’t all that secure. There is a real sense of wanting to shake off the residue of all the negatives of 2008 and get on with tackling the PR challenges of a new January with a fresh attitude and a renewed commitment to one, doing the best job possible in securing positive coverage for your organization or clients…and two (if one doesn’t already insure it), having that job at the end of 2009.
But let’s keep it simple. Ten basic PR rules in working with the media…reporters, editors, producers, and bloggers that I’ve used over the years and that we’ve tried to follow at INK inc. Nothing fancy…and none that good common sense wouldn’t dictate if we all could possess such, all the time…
But let’s keep it simple. Ten basic PR rules in working with the media…reporters, editors, producers, and bloggers that I’ve used over the years and that we’ve tried to follow at INK inc. Nothing fancy…and none that good common sense wouldn’t dictate if we all could possess such, all the time…
- Know your media and your pitch…and make sure the two are compatible before you ever make a move.
- Stick to news and not puffery...and news means "new" and "immediate" not yesterday or last month. Don't try to sell the media...inform.
- Notice to CEO's... yes, my fellow control freaks... you are no longer in control. This isn't a negotiation for press coverage... it's a plea.
- Yes, it is a symbiotic relationship (business and the press). Ok, I was kidding... you need them more than they need you.
- Save a tree (it's in this year) and stop writing all the press releases. Save those releases for what's really important and news worthy (see number two).
- Avoid industry jargon and acronyms... don't assume a reporter knows or even cares that deeply about your industry. Keep it short, simple and interesting.
- Your word alone doesn't count alone... cite verifiable third-party experts and statistics.
- The reporter/producer is not your foil or your buddy... If you say it, expect to see it.
- Be sensitive to cost and convenience and know and respect deadlines... the media's. Their budgets and staffs have shrunk maybe more than yours.
- Keep your promises... and follow up and follow up again as needed... then step away and let them do their job.
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