PR AND MEDIA FEATURE
making the case for that great communications weapon – the truth. I wouldn’t go so far as to suggest that tone of voice, method of presentation, emphasis and timing of release have no bearing on matters – but you’ll feel more confident and better about things if you’re telling it like it is.
When things have gone seriously wrong, you need to put your PR plan into action, and this means: ■ Only talking to the media by appointment. ■ Nominating a spokesperson, probably your MD, CEO or communications director. It ensures your message is consistent and controlled. ■ Taking advice from a PR professional without making them your public mouthpiece. If necessary, get yourself some media training to ensure you appear relaxed and confident. Don’t, however, appear too smug or people will assume you’re not taking matters seriously. It’s what I call the Michael Gove test. Be realistic. I’m afraid we have to accept
not?’ and don’t be surprised if someone invents an opinion for you. ■ Make it your business to establish the facts. Don’t assume them. It’s perfectly reasonable to tell a journalist you can’t comment until you have the facts, but agree a time/date when you can get back to them, then do so. Remember that media people are under more pressure than ever, particularly at local level. If reporters can get credible copy from you, they don’t have to write it themselves. ■ As a general rule, never give a live interview or agree to be profiled. This may sound a bit draconian, but how many ‘fair and unbiased’ looks at our industry turn out to be anything but? ■ A well-considered, factual and concise written statement is your best weapon. None of this means you shouldn’t try to foster good informal relationships with the media. Sector magazines can be excellent conduits for positive messages and even local press reporters can be helpful. While I have this opportunity, I’m going to surprise many outside the PR business by
www.britishparking.co.uk
If reporters can get credible copy from
you, they don’t have to write it themselves
that ‘Pensioner unfairly harassed over parking fines mix-up’ is a more likely headline than ‘Enforcement company and local authority successfully defend taxpayers’ interests’. Finally, it is necessary to make a distinction between ‘issues management’, which is essentially the way to react to bad news, and your own positive, continuous PR programme. Accentuating the positives – creating good PR and impressions about your business – is a very sound way to pre-empt any fall-out from bad news. In summary, here’s my checklist for using PR to positively influence the media: ■ Make it a top-line element of your marketing communications strategy. ■ Create a proper command chain for comment and press contact. ■ Consider media training for your most senior people. ■ Try to see the press as potential allies, but prepare for them mounting a surprise attack! ■ Tell the truth – even if you have to do so in measured stages. ■ Be confident, professional, measured, calm. ■ If the solids should ever meet the rotating mechanism, the very best of luck.
ABOUT the AUTHOR: Lester Dinnie is managing director of design, digital and communications company Tregartha Dinnie. In addition to his experience for a number of clients in the parking sector, he is currently editorial director of Insight and Benefit magazines.
NOVEMBER 2012 31
TONIS PAN / SHUTTERSTOCK
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