It seems that many communications professionals have forgotten that the word "relations" is in their job title. Relations, as in "relationships," are the linchpins of what we
do.
But due to increased work loads, reduced budgets, over-reliance on technology or simple lack of energy and knowledge, PR people are failing in what is probably the key facet of
their jobs: building and maintaining relationships with journalists.
We all remember the instance of asking a young, aspiring job applicant why they wanted to get in the public relations business and getting the proverbial, "Well, I am a people
person." This immediately sets off a discussion on why the key skills of writing, communications planning and strategic thinking were all much more important, and that being a
"people person" was not a criterion for success in the field.
- Get out of the office:
While I agree that those skills (and others) are indeed necessary, perhaps we have given short shrift to the ability or priority to talk to our customers in the media.
Let's make this clear: If you are in media relations, and you are not making an effort to meet personally with your key contacts in the media, then you are not an effective
communications professional.
Here are some steps to building relationships with your media customers:
- Face-to-face rules:
Granted, it takes discipline to do this. And with the pressures of having to do more with less, it is easy to fool yourself into thinking that the time spent having breakfast
or lunch with a journalist could be better spent on finishing the next press release, planning the next media event or convincing your CEO to join the "blogosphere."
As PR pros, we have to get out from our desks and visit with our customers. And it is easier than you think, if you do it the right way.
Members of the media are happy to spend time with you if you can provide them something of value. It doesn't have to be a breaking story, either. Just asking them their
opinions on your product, your company, or your industry can yield valuable insight, and more often than not will spur an idea or future story possibility. If you can bring along
a subject matter expert or executive, all the better.
- Ditch the pitch:
Offering a journalist the chance to have an informal conversation over coffee or a sandwich gives them an insight and perspective into your issues, which almost always leads to
more accurate reporting down the road.
I have had several instances recently where a casual (but always on the record) conversation over lunch has led to substantial positive stories being written or aired. It is a
perfect example of how, when you learn what is important to a journalist, and he or she learns what is important to you, it can lead to a win-win result for both sides.
- Talk to journalists regularly, not just when you need something from them:
Find a reason to call key media. If I have an item that is not worthy of a press release, but still has news value, I will put it into a one- or two-paragraph e-mail message.
It doesn't get 100% pick-up, but I almost always get a note back saying "thanks for the info." Mission accomplished.
But don't let this backfire on you. Too many PR people have little understanding of the products they are representing.
"I receive many calls from PR people wanting coverage of their product in Automotive Fleet Magazine," says veteran journalist Mike Antich. "When I ask how their product
pertains to our readers, invariably there is silence on the other end of the phone, with the reply, 'Let me get back to you on that.' I'm sure the call to me was a billable
expense to the client, which resulted in a waste of PR dollars and an interruption in my 'not-enough-hours-to-get-the-job-done' environment."
- Give key media contacts a heads-up on breaking news:
When a major company announcement was set to break in the afternoon on a particular day, I called the ten top journalists in the morning to alert them that a press conference
was scheduled that afternoon that would be of interest. I included instructions on how to watch the conference live on the Internet. And even though the news release was available
on our Web site, I made sure they got it e-mailed directly. The result was almost immediate coverage in key publications.
- Leverage executives' business travel:
If you or your executives are going out of town, call or e-mail one or two key journalists in that city and see if you can meet with them. Give them a reason why it is worth
their time. For example, look at recent stories they have written on your company or industry, and offer market trends, product advances or anything relevant. Make it succinct,
and always approach it with the mindset: "If I was a journalist, what would I want to know about?"
- It's about trust:
As our business becomes more global, the emphasis on developing relationships with media increases.
Just like us, journalists also have to do more with less. Many editors rely on PR departments and agencies as a source for news and features. It translates into opportunities
for those practitioners who get out of their cubes. "The PR people I will always get back to are those who are conscientious of my time," says Antich.
I once had a very media-savvy boss who - as part of our performance objectives - required the managers on his staff to meet with "X" number of journalists each quarter. It made
it very clear the importance he placed on that activity. He also told us of the time when someone on his staff admitted s/he didn't know how to take a journalist out to lunch
because s/he'd never done it.
Don't let that person be you.
Contact:
Rob Minton is communications manager for General Motors. He can be reached at [email protected].