By inmedia
Here at inmedia, we’re big believers in monitoring the media to not only capture coverage of our clients but to scan for issues upon which our clients might have a worthwhile perspective, to see what competitors are up to and to get a general sense of what the media is covering. A more in-depth monitoring of the media, and a capability that inmedia also offers, is content analysis. This comprehensive monitoring of the media provides quantitative and qualitative data on the coverage that appears in the media and can be useful to organizations that are hoping to manage their reputations through media coverage. It is this methodology that seems to be behind the Cision Corporate Media Reputation Index for Q1 2008, released today.
According to an article at PRWeek online, “Cision’s Corporate Media Reputation Index ranks the largest 100 US companies based on positive and negative reputation-driving attributes in nationwide daily media, as well as business and news magazines.” To find out who the media darlings of the corporate world are this quarter, see the PRWeek piece; for last year’s lists, visit Cision’s web site to view the news release that includes several top ten lists for 2007.
By Leo Valiquette
All right, picking up from where I left off last time:
7) Be prepared: When you engage the media, questions can come from all directions. Even when you are taking a media call on a particular milestone, such as a new product launch, expect the unexpected. That doesn’t mean you should readily view the journalist with suspicion and expect to be ambushed with inappropriate questions. Perhaps the journalist is looking to follow up on old news, such as whether the company is still on track to reach profitability by a certain date, or if those hiring plans you mentioned a year ago worked out, what your future growth plans are, etc. When arranging an interview time, confirm what the journalist would like to discuss. For more reading on what materials to have ready for the media, see Providing the media with the tools they need to cover your company.
8) Keep it simple, stupid: That doesn’t mean talk to the journalist like he or she is an idiot. If they want something dumbed down, they’ll ask and you should accommodate. Better to take the time and demonstrate patience with questions that require something be explained in terms a 10-year-old would understand than risk a miscommunication. In the age of Google, retractions and correction notices do little to yank back errors that may be damaging to your company, or at least confusing for busy readers who want their information delivered in clear and obvious terms.
9) Good stories have drama, conflict and resolution: Journalists looking to tell a good story hate to hear that everything is perfect and peachy keen. That doesn’t mean they’re looking for trouble where there isn’t any, they just know the skies can’t be sunny and clear all the time. Don’t be afraid to be frank about challenges your business has faced. Instead, take it as an opportunity to talk about how you’ve persevered and overcome, the lessons you’ve learned, or at least, how you intend to overcome if the bio-waste is still flying from the fan. Remember what I said last time in Point #3? What you’ve learned in the School of Hard Knocks can help paint you as a seasoned and capable executive. It also makes for compelling reading that can imbed you in readers’ minds far better than a write up about your latest product’s bells and whistles.
10) Don’t hide: Sometimes, what you don’t want the world to know gets out at the most inconvenient times. Perhaps it’s bad news, or just news you’re not ready to share. It’s often better to set the record straight than ignore a journalist with a scoop that’s been obtained through avenues beyond your control. The journalist may have already scraped up enough information to run with a story before they even pick up the phone to call you. Don’t throw away the chance to tell your side of the story and clear up any possible misinformation, or negotiate an exclusive with the journalist that allows you to embargo the news, if that’s appropriate. Dodging the media is often perceived as a sign that you have something to hide, which only adds fuel to the fire.
On the other hand, don’t feel pressured to give that interview before you’re certain about what it is you want to say. Take the call, garner exactly what it is the journalist is looking for, and arrange for the interview to take place at a more suitable time. But appreciate and respect the fact that the journalist likely has a deadline and an editor breathing down his or her neck.
In conclusion:
It should be self-evident by now that there’s often room to negotiate the terms of engagement with the media. Ethical journalists are after the truth with fair and balanced coverage of the news, events, and organizations relevant to their publication. But how that coverage is obtained, how you agree to be the subject of public scrutiny and consumption, is up to you. The simple rule of thumb is don’t say anything to a journalist you don’t want to see in print. If you want to err on the side of caution, you could always give the media the cold shoulder. Of course, do that and you cut yourself off from the most effective means of generating awareness of your value proposition to potential partners, investors and customers. The media can be a powerful means to promote your business and the subject-matter expertise of your management team that you can’t afford to ignore.
Also of interest: No sandwich required
