4 12 college board conference
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Media Relations: Making It Work Jane Tors, APR Executive Director Media Relations ◦ University of Nevada, Reno May 2, 2012 ◦ College Board Pre-Conference
Transcript of 4 12 college board conference
Media Relations: Making It Work
Jane Tors, APRExecutive Director Media Relations ◦ University of Nevada, Reno
May 2, 2012 ◦ College Board Pre-Conference
This Morning• Our approach … the view
from Media Relations• Making it work … tips
and practices to build confidence
“Public relations is a strategic communication process that builds mutually beneficial relationships between organizations and their publics.”
- Public Relations Defined, March 2012Public Relations Society of America initiative
University Media Relations: Our Charge
Develop and support coverage that advances the University’s…– “Keys to the future”– Reputation, tied to positioning and along themes– Constituent engagement and investment
University of Nevada, Reno: Quantity of Coverage
182 146482
11731657
1884 1991
Media placements:
Our Principles and PracticesPrinciples:• Strive to be proactive, authentic, responsive, accessible, appropriately
transparent• Facilitate communication rather than control• Strive to engender trust• Strive to share news and decisions first with those most directly effected• Strive to be known for quality work and quality news: we represent higher
education, teaching and research• Teach, learn with and provide media relations counsel to our internal
constituents• Focus on outcomes, not output
Our Principles and PracticesPrinciples:• Strive to be proactive, authentic, responsive, accessible, appropriately
transparent• Facilitate communication rather than control• Strive to engender trust• Strive to share news and decisions first with those most directly effected• Strive to be known for quality work and quality news: we represent higher
education, teaching and research• Teach, learn with and provide media relations counsel to our internal
constituents• Focus on outcomes, not output
Our Principles and PracticesPrinciples:• Strive to be proactive, authentic, responsive, accessible, appropriately
transparent• Facilitate communication rather than control• Strive to engender trust• Strive to share news and decisions first with those most directly effected• Strive to be known for quality work and quality news: we represent higher
education, teaching and research• Teach, learn with and provide media relations counsel to our internal
constituents• Focus on outcomes, not output
Our Principles and PracticesPrinciples:• Strive to be proactive, authentic, responsive, accessible, appropriately
transparent• Facilitate communication rather than control• Strive to engender trust• Strive to share news and decisions first with those most directly effected• Strive to be known for quality work and quality news: we represent higher
education, teaching and research• Teach, learn with and provide media relations counsel to our internal
constituents• Focus on outcomes, not output
Our Principles and PracticesPrinciples:• Strive to be proactive, authentic, responsive, accessible, appropriately
transparent• Facilitate communication rather than control• Strive to engender trust• Strive to share news and decisions first with those most directly effected• Strive to be known for quality work and quality news: we represent higher
education, teaching and research• Teach, learn with and provide media relations counsel to our internal
constituents• Focus on outcomes, not output
Practices:• Achieve high news value by evaluating, vetting and timing stories• A release is an invitation: establish visual and spokesperson for all releases prior
to distribution• Employ subject experts as spokespeople whenever possible• Respond to all media inquiries with a business day; clarify and respect reporters’
deadlines• Dean or senior leader apprised of ALL news releases in advance• Second internal review of ALL stories before publication• Integrate with – don’t duplicate – other internal resources or outside resources
Practices:• Achieve high news value by evaluating, vetting and timing stories• A release is an invitation: establish visual and spokesperson in advance• Employ subject experts as spokespeople whenever possible• Respond to all media inquiries with a business day; clarify and respect
reporters’ deadlines• Dean or senior leader apprised of ALL news releases in advance• Second internal review of ALL stories before publication• Integrate with – don’t duplicate – other internal resources or outside
resources
Practices:• Achieve high news value by evaluating, vetting and timing stories• Releases and pitches are invitations: establish visual and spokesperson in advance• Employ subject experts as spokespeople whenever possible• Respond to all media inquiries with a business day; clarify and respect reporters’
deadlines• Dean or senior leader apprised of ALL news releases in advance• Second internal review of ALL stories before publication• Integrate with – don’t duplicate – other internal resources or outside resources
Practices:• Achieve high news value by evaluating, vetting and timing stories• A release is an invitation: establish visual and spokesperson in advance• Employ subject experts as spokespeople whenever possible• Respond to all media inquiries with a business day; clarify and respect
reporters’ deadlines• Dean or senior leader apprised of ALL news releases in advance• Second internal review of ALL stories before publication• Integrate with – don’t duplicate – other internal resources or outside
resources
Practices:• Achieve high news value by evaluating, vetting and timing stories• A release is an invitation: establish visual and spokesperson in advance• Employ subject experts as spokespeople whenever possible• Respond to all media inquiries with a business day; clarify and respect
reporters’ deadlines• Dean or senior leader apprised of ALL news releases in advance• Second internal review of ALL stories before publication• Integrate with – don’t duplicate – other internal resources or outside
resources
“I get dozens of pitches every week.”“Don’t tell me your story is unique.”“Don’t tell me how much a little publicity will help you.”“Know what I’ve done recently.”“Know my interests.” “Forget hoping for a profile piece.”“The more you feel you need to say, the less you really have to say.”
- Jeff Haden, Inc.
• Significant• Conflict• Contradiction• Catchy quote• Trend … best if data supported• Quirky• Localized angle
Effective story telling:
Our work Strategic counseling Proactive promotion of stories
• Releases, pitches• Events, briefings, news conferences
Reactive facilitation, response Subject expert development Recurring opportunities Issue management Crisis communication Monitor and track
“Dealing with the media is more difficult than bathing a leper.”
- Mother Teresa
Messaging
• Tie to positioning• Three key points• Keep it simple
Bridging to Messages
“Let me emphasize again…”
“It would be more correct to say…”
“And, as I said before…”
“Before we continue, let me repeat…”
“However, it is important to remember…”
“If we look at the big picture…”
“If we take a broader perspective…”
When you just don’t know…
Be prepared to say why you can’t answer.
“My ability to respond is limited.”
“We’re still looking at it.”
“My ability to respond is limited.”
Bridge: “What I can tell you is…”
Context + Messaging
• How do you justify the rising cost of tuition?• Doesn’t your policy of _______ impact
accessibility for under-represented students?• How do you maintain quality in times of
budget cuts?
“In a word, authenticity will be the coin of the realm for successful corporations and for those who lead them.”
- Arthur Page Society
Gaining Trust in Emergencies• Recognize and acknowledge the emotion• Accept and involve the public and the media• Listen• Convey compassion, conviction and optimism• Don’t speculate … admit what you don’t know• More than what you say … actions, gestures
Emergency Response• Initial response:– What happened?– What does it mean?– What did you do about it?– Where do you go from here?
• Remember, respond to the emotion
Anticipate the Life of the Story
First Wave: What happened?
Second Wave: What could/should
have happened?
Potential Third Wave
“There is a terrific disadvantage in not having the abrasive quality of the press applied to you daily. Even though we never like it, and even though we wish they didn’t write it, and even though we disapprove, there isn’t any doubt that we could not do the job at all in a free society without a very, very active press.”
- John F. Kennedy
Right to know vs. privacy ● Confidentiality
Personnel files/records Student information beyond “directory
information” Patient information Attorney-client privilege
● Public record FOIA – federal requirement, not state NRS 239.010
PRSA Code of Ethics• Protect and advance the free flow of accurate and truthful
information.• Foster informed decision making through open communication.• Protect confidential and private information.• Promote healthy and fair competition among professionals.• Avoid conflicts of interest.• Work to strengthen the public’s trust
in the profession.
