News Media Policy - from Winning with the News Media

I believe most organizations should have a written media policy. The larger the organization, the more detailed the policy should be. Once the policy is written, the boss should personally tell employees why the policy is there. AND WHAT IT REALLY MEANS.

If you don’t make your intentions very clear, you’ll get a lot of different interpretations. Staffers should be given specific scenarios in which reporters might approach the organization, and how they should handle it.

Too Many Thou Shall Nots

Many media policies are just lists of Thou Shall Nots. Don’t talk to reporters. Don’t talk about company policy. Don’t let reporters or photographers enter without an escort. Don’t violate client confidentiality. Don’t contradict the governor’s political stance.

Don’t. Don't. Don’t.

With all those don’ts, many employees decide the safest course of action is to avoid reporters at all costs. If a reporter shows up, cover your face and hide under the desk.

Corporations and government agencies send their top executives to my seminars, to learn how to deal effectively with the media.

A real problem is that reporters’ first contact is often an entry-level employee who knows nothing about media relations. The reporter scares them. They look very defensive. Guilty.

The First Contact

The reporter may interpret that employee’s response as the official company line. A story that was slightly critical may suddenly head toward a full expose of scandal in the executive suite.

That’s why the written policy is so critical. I suggest that written policies stress the positive aspects of media relations first. Then get around to specific things you should not talk about, and how to refer the reporter up the ladder of command.

At the end of this chapter, I’ve reproduced portions of model policies I’ve written for clients. They can be easily modified to fit your organization.

The Basic Points

I believe every media policy should contain these basics:

	We need to tell the public who we are and what we do.
	Public knowledge of our organization is vital to our success.
	Reporters and photographers need to be treated courteously and diplomatically. Their impression of you becomes their impression of the entire organization, and that is reflected in their stories.
	Discuss with reporters only those facts you personally know about. Don’t speculate.
	If you don’t have personal knowledge, help the reporter reach someone who does.
	If you would give a customer or a client public information the reporter is asking for, give it without hesitation to the reporter.
	Let a designated executive (usually the PIO) know as soon as possible after any contact with the media. We need to be aware of stories that involve us, so we can provide additional information.
	Refer media questions about policy or complicated technical issues to the PIO or other designated executive.
	Return all reporters’ calls within 15 minutes. If a message is left and the person the reporter called can’t be reached, someone else should return the call. "Can I help you?" We do not want to be surprised by tonight’s newscast or tomorrow morning’s newspaper. A story about this organization should never say we "could not be reached for comment."
	Every story about this organization should include our perspective or point of view. That can’t happen if we don’t talk to the reporter.
	Never say, "No comment." It sounds like you’re hiding something.
	Certain kinds of issues should not be discussed with reporters because of (fill in one or more): (a) the law; (b) our ethics or rules of procedure; (c) client confidentiality; (d) business competition; (e) some major harm that might result. Make sure the reporter understands why you cannot answer the question. Refer the reporter to a designated executive.
	The news media have a legal right to observe, to photograph and to record any event or any person in a public place.
	Other elements in STRATEGY/Ten Commandments of Media Relations.

Only the Boss Talks

Some organizations have a policy that says only the boss can talk to reporters. That means stories will be written without the organization’s point of view when the boss can’t be reached.

If only the boss is allowed to speak, reporters get the idea the boss doesn’t trust the staff. They’re either too dumb to speak for the company or have been muzzled because there’s something to hide.

There may be a need to designate specific spokespeople for special kinds of situations. In a police department, for instance, the lead investigator working a homicide may be the only proper source for the media on that case. That investigator is best qualified to know whether the release of certain information might harm the investigation.

A fairly open policy will — in the long run — best serve most organizations. The single most disarming factor for a suspicious reporter is a friendly, wide-open media attitude.

I recommend the Home Depot technique. When a customer asks an employee where something is, the Home Depot employee doesn’t just tell the customer where power saws are. The employee takes the customer there. The customer feels: this company wants my business. I like that. This is a good place to shop.

In the same way, your staffer should personally take the reporter to the PIO, or to someone who is better situated to know what the reporter is asking.

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The chapter includes the full text of two model media policies I've written for clients -- one for government child-care agencies, another for bankers.

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