| How many times have you heard someone complain | | | | the media. |
| about some inaccurate segment of a news article or | | | | Prescribed Strategic Action #3: Carefully and |
| radio or television story? Have you ever been upset | | | | thoroughly gather evidence to prove that an error was |
| about a news story and wanted to pick up the phone | | | | really an error before you pursue a request for a |
| or write a letter to "demand a correction or | | | | correction in the media. |
| retraction?" Do you have any idea about how to go | | | | Prescribed Strategic Action #4: Do your research to |
| about contacting the media when it comes to requests | | | | determine if the publication or the electronic news |
| for corrections? | | | | outlet has a specified department or contact person |
| The manner in which people contact the media and | | | | for corrections. If there is such a department or |
| their demeanor can have a very strong bearing on the | | | | person, research and understand the procedures for |
| response they receive. Unfortunately, there are so | | | | alerting them to errors and to requesting corrections. |
| many times when people pursue the media for | | | | Prescribed Strategic Action #5: Once you have |
| corrections in an unhealthy and negative manner. The | | | | decided to pursue a correction, your initial contact |
| PR Doctor has developed a prescription for you to | | | | should be with the person who made the mistake. This |
| use to pursue media corrections in a healthy & | | | | is very important relative to your relationships with |
| positive manner. The prescription includes the following | | | | reporters. By contacting the reporter you are providing |
| ten (10) prescribed strategic actions. | | | | him or her with the opportunity to bring the mistake to |
| Prescribed Strategic Action #1: Carefully review and | | | | the editor's attention. |
| consider if the "error" is truly an error. My experience | | | | Prescribed Strategic Action #6: Always remain calm |
| indicates that journalists often are asked for | | | | and always employ your best business etiquette in |
| corrections based simply on the tone or slant of a | | | | dealing with the media. This is critical when requesting |
| story, rather than on obvious factual mistakes. The | | | | a correction. |
| prescribed action calls for only asking for corrections | | | | Prescribed Strategic Action #7: Elevate your level of |
| for factual mistakes. | | | | contact beyond the reporter only for very important |
| Prescribed Strategic Action #2: Think strategically | | | | and very serious corrections. If you find that you are |
| when you consider requesting a correction. If an | | | | unable to get cooperation and satisfaction from the |
| honest mistake does not cause any damage to your | | | | reporter and you are determined to continue pursuing |
| company brand or your personal reputation or cause a | | | | a correction, then go to the editor. However, make |
| loss of customers, then it is healthy and wise to | | | | sure you inform the reporter that you are going to talk |
| consider not pursuing a correction. If you make a habit | | | | with the editor. You may consider giving the reporter |
| out of asking a reporter for too many corrections this | | | | one last chance to take the mistake to the editor, |
| will undermine you and your company's credibility with | | | | before you contact the editor. |