Communicating With The Media

by Sally Praskey

'Reporters are like alligators; you don't have to love them, but you DO have to feed them.'

Steven Poole, director of corporate communications,

The media have been called many things, perhaps the most colorful of which was the description coined by entrepreneur-and media magnate-Conrad Black, who likened reporters to 'a swarming, grunting mass of jackals.'

But, like them or hate them, the media play an influential role in society and must be dealt with appropriately. As respected newscaster and journalist Knowlton Nash puts it, the media 'are not perfect, but they are a necessity.'

Conceding that reporters often thrive on crisis in a sort of 'feeding frenzy,' Nash told attendees at a Canadian Risk & Insurance Management Conference in Halifax that the media's job was 'not to be your friend-or to be your enemy. The media's job is not to respect your self-image or to shape our reporting to your objectives and needs. Our job in the media is to be assertively independent, to be insatiably curious in chasing a story . . . and to provide a fair reflection of reality.'

Nowadays, a media-relations strategy is no longer a luxury of corporations, said Nash. 'The more you know the media and their objectives and their needs, the more insurance you're going to have to minimize the risk in a crisis situation,' he explained. Pointing out that it was critical for senior management to buy into the concept of media strategy, Nash added:

'The battle really is the perception the company wants the public to have, versus the reality. In that battle, the most important weapon is corporate leadership that is both available and honest.'

He urged corporations to establish an ongoing relationship with the media that would benefit both parties, rather than dealing with reporters only in the event of a crisis.

As someone who has dealt with the media in a crisis situation, Steven Poole, director of corporate communications for Gerber Products Company, agreed that the key to an effective media-relations program was maintaining regular contact with journalists, 'so they will know you and your company.'

Speaking at the same meeting, Poole described how he was faced with the unenviable task of counteracting rumors that pieces of glass had been found in a specific brand of Gerber's baby food. Although the rumors were eventually proved to be unfounded, the crisis 'very nearly destroyed the company,' said Poole. Like Nash, Poole stressed the importance of being honest and forthright in all communications with the media. He outlined four rules to follow in a crisis situation: identify the problem, fix it, communicate it, and apologize. Of course, in Gerber's case, crisis management was rendered even more difficult by the fact that the corporation could not identify the problem because it didn't exist.

The ability to communicate with the media is important, not just for large corporations, but for small brokerages too. When the media come calling, preparation is critical. Helena Moncrieff, manager of media relations at the Insurance Bureau of Canada, offered several tips at last October's IBAO conference for working effectively with reporters.

• Know your subject. If you are approaching a reporter or have been asked to do an interview, take a few moments to consider the topic, the facts, and the most important message of your comments. The reporter doesn't want to record you stumbling any more than you want him to.
• Remember the message. Answer the questions asked, but continue with your own message. For instance: Q: 'Aren't you interested in making a profit?' A: 'We hope to continue to be a profitable business, but our concern right now is that Ontario car drivers can't afford an expensive benefits package.' Consistency is important.
• Be prompt. Most reporters are working to tight deadlines. In radio, the deadlines are often hourly; in television, there are constraints on camera and editing time; in newspapers, there is usually a morning and evening deadline. If you don't make the reporter's deadline, your story won't be heard.
• Watch your words. Be careful not to repeat negative phrases that can be used as quotes from you. For instance: Q: 'Aren't you just gouging the public?' Wrong Answer: 'No, we're not gouging the public.' Right Answer: 'Not at all. We are providing a professional service for a reasonable price.'
• Avoid jargon. The less explaining that has to be done, the better, especially when dealing with broadcasters. Don't talk about 'OIC,' 'IBC,' 'IBAO,' 'the Red Book.' Try 'the government,' 'the insurance industry,' 'Ontario's brokers,' etc. It's also easier for broadcasters if, in addition to all the background information, you include a short statement that sums up your views on the issue: 'We just don't think people can afford a cadillac service.'
• Remember, the media are not the enemy. They aren't really against you. Reporters are trying to do a job and to ask enough questions to have challenged everything said.
• But they are also not your friends. With very few exceptions, you are a professional contact for a reporter. Don't be disappointed when a story doesn't turn out with your side first. Don't think that you can get a story in or out of the paper because you know the reporter. Your best weapon is an armload of solid facts.
• Feel free to call with another view. If you read or hear a story concerning insurance that doesn't cover all the bases, phone the reporter and politely say: 'I read/heard your story on no-fault. It was interesting, but I have some more information that might be important to your readers/listeners.' But don't demand equal time. You won't get it.
• Offer background. Choose a columnist, commentator, news director, or reporter who you believe may have an interest in insurance or may be writing about it in the future, and offer to spend some time with him or her to provide a background briefing. A chat over lunch works well, although many reporters don't routinely get a lunch break. Your approach could be: 'Graduated licensing will be implemented soon. I'd be happy to meet you for coffee to give you some background on it.'
• Relax. Take a deep breath. Speak at a normal pace, even if the reporter is racing.
• Remember, it ain't over 'til it's over. Everything you say to a reporter should be considered 'on the record,' i.e., 'quotable.' Even when the microphone has been put away and the notebook closed, anything you say can be used. Although it's considered rude by some, many radio reporters begin recording over the telephone before asking. There is no law against it. Assume that you are being recorded.

In general, if you are fair, honest, and forthright with the media, you will get the same treatment from them. 'What I really need from a corporation,' concluded Knowlton Nash, 'are honesty and availability of the chief executive officer or the COO; understanding of my particular media requirements; understanding of the media's role; and, ideally, some previous contact before a crisis strikes, so I know someone in the company, so I know something about the industry, and, in that way, my story as a journalist can be more informed. The company then also has a fair shake at getting a fair shake in the media.'

A well-fed alligator is a contented one. 

Reprinted from Canadian Insurance, April 1994. Sally Praskey is editor of Canadian Insurance.