| Everyday there are examples of how businesses and | | | | courteously. Their impression of you and your firm will |
| organization are ill-prepared if someone from the | | | | affect their impression of the entire organization, and |
| media called or showed up at the office or home and | | | | that may possibly influence how they decide to write |
| started asking you questions related to their business | | | | and broadcast stories about you and your company. |
| and some event that has great potential to bring | | | | 9. Always return calls from the media in a timely |
| positive or negative publicity to the business, the | | | | manner that is sensitive to their deadlines, if possible. |
| owners of the business, management and even | | | | Reporters are typically on tight deadlines and will |
| employees. Many people will admit that they do not | | | | appreciate your promptness. If they leave a message |
| know how to respond to media when they come with | | | | for someone who is not available or can't be reached, |
| their inquiries. And being unprepared or ill-prepared to | | | | have someone else return the call. This is very |
| media inquiries can have serious consequences to an | | | | important since you will not create a favorable and |
| organization and its reputation. All businesses and | | | | positive impression if you hear on the evening |
| organizations with more than one employee should | | | | newscast or read in the newspaper that your |
| have a well-written media policy that clearly defines | | | | company or organization "could not be reached for |
| who within the organization may respond to media | | | | comment." |
| inquiries, what kinds of information can or should be | | | | 10. If you do not have the information you need to |
| released to the media, and what information must be | | | | answer a question and you need time to research or |
| kept confidential. | | | | think about how to answer a question, the you should |
| Furthermore, a proactive approach is always | | | | tell the reporter that you need some time. You should |
| prescribed for dealing with the media. It is important to | | | | also inquire what his or her deadline is, and then |
| commit to establishing good relationships with | | | | promise them you'll call back with an answer before |
| members of the media because it can help to establish | | | | that time. |
| an accurate public perception of who you are and | | | | 11. Never argue with the reporter. Be persuasive, but |
| what you do. Another important thing to remember is | | | | never be confrontational. |
| that you do not need to feel intimidated when being | | | | 12. Do not hesitate to ask the reporter questions about |
| approached by the media to ask you questions. It is | | | | the story they are doing. You might ask about the |
| good to remember that members of the media do | | | | theme, the point of view, and who else is being |
| need you as a source of news and background | | | | interviewed? |
| information as much as you need them to give you | | | | 13. Do not hesitate to share information that is already |
| publicity and clarify your point of view. The | | | | a matter of public record. Remember that if you |
| development of a clearly written and well thought out | | | | withhold such information, the reporter to develop other |
| media policy is an essential part of doing business | | | | sources and get the information anyway. |
| today. Here are eighteen (18) prescribed elements for | | | | 14. A great guide to help you frame the answers to |
| inclusion in your media policy for responding to media | | | | questions from the media is always remember that |
| inquiries. | | | | whenever you speak to a reporter, you are really |
| 1. Designate a company spokesperson to respond to | | | | speakingto the public. |
| media inquiries and ensure that all employees know the | | | | 15. It is best to assume that everything you say to a |
| name and contact information for the person so they | | | | reporter is "on the record" and can be reported or |
| know where they should direct media inquiries. | | | | broadcast. Your best advice is to remember that if |
| 2. Research and become familiar with the print and | | | | you don't want to see it in print or hear it on the air, |
| electronic broadcast media outlets and the reporters | | | | then don't say it. |
| and editors that you are likely to encounter. | | | | 16. Never try to do the media's job and never assume |
| 3. Clearly define in your media relation's policy what | | | | that the media is there to do the story "your way" or |
| kinds of data and information must remain confidential. | | | | with the "news angle" you want. |
| 4. Always be honest. Never knowingly tell an untruth or | | | | 17. Never ask the reporter if you can review the story |
| exaggerate. Trust is a critical ingredient in developing | | | | before it's published. This will let the reporter know that |
| positive and enduring media relations and if you violate | | | | he or she is dealing with an uninformed or ill informed |
| that trust it will have very negative results. | | | | and non-media savvy person. However, it is okay for |
| 5. NEVER EVER say those fateful words, "No | | | | you to ask the reporter during the interview to read |
| Comment." This immediately makes you look like you | | | | back your quotes to confirm accuracy. |
| are hiding something. Instead you might say something | | | | 18. Always be very selective in any challenges to the |
| like: "I'm sorry but this matter is the subject of an | | | | reporter's end product. A basic guideline to consider is |
| ongoing investigation or lawsuit and I am unable to | | | | that if the published story contains minor factual errors |
| respond to that question at this time." | | | | or omissions, do not make a big deal of it. On the other |
| 6. Never speculate. Stick to what you know and your | | | | hand, if the story seriously misrepresents your position |
| area of expertise. If you do not know the answer to a | | | | or misstates an important fact, then you can call it to |
| reporter's question say you don't know. Do not try to | | | | the reporter's attention in a polite communication, |
| "fake it" because that will come back to haunt you. | | | | requesting a correction. This is an extremely sensitive |
| Instead, try to help the reporter reach a source who is | | | | area in media relations and the best advice is that |
| able to answer the question. Members of the media | | | | unless the timeliness of the correction is critical, do not |
| remember who provides reliable resources and by | | | | call to complain. And avoid the most serious of |
| helping them you will enhance your credibility and they | | | | transgressions in media relations by never going over |
| will likely come back to you in the future. | | | | the reporter's head to complain to his or her editor or |
| 7. Always speak clearly in plain English that average | | | | news executive unless the reporter's response is |
| readers and listeners can understand. Avoid the use of | | | | wholly unsatisfactory. Again, be careful in this area |
| any jargon or bureaucratic language. | | | | since you never want to alienate reporters. |
| 8. Treat reporters, editors, and program directors | | | | |