There is a common misconception that there is only one type of communications crises in the world of public affairs and that all crises should be responded to in the same manner. There are essentially three different types of crises: systemic, adversarial and image.

photo credit: uair01

A systemic crisis often involves something related to the organization. The employee crisis is the type that is faced whenever a workforce is affected in some manner, such as through layoffs, loss of life, etc. The consumer crisis takes places whenever the public confidence in an organization is lost due to an error in operations. This would include a defective product. The consumer crisis can quickly escalate into an image crisis if the matter is not dealt with in a rapid and effective manner.

The most frequent mistake made in attempting to handle any crisis is not simply following common sense. The worst thing you can do when facing any type of crisis is to ignore the problem and not change priorities. It is important to implement the protocols you established in advance to deal with the crisis – you did that, correct? Never allow lawyers to direct the public relations policy. Do not make the mistake of trying to withhold information and always correct errors immediately.

To learn more about crisis communication, consider TheCapitol.Net’s 2-day Advanced Media Relations Workshop.

Reference: Media Relations Handbook, by Brad Fitch, Chapter 12 Crisis Communications in Public Affairs.

For more information about media training from TheCapitol.Net, see these resources:

• Media Relations Handbook, by Bradford Fitch
• Live courses in Washington, DC:
  • Media Relations for Public Affairs Professionals: Media Relations 101
  • Advanced Media Relations Workshop
  • Effective Executive Briefings: The Art of Persuasion
  • Capitol Hill Workshop
• Capitol Learning Audio Courses:
  • Maximizing the Internet for the Public Affairs Professional, with Michael Cornfield
  • Media Relations for the Public Affairs Professional, A Seven Course Series
  • Public Affairs Primer for Nonprofits and Associations
  • Media Relations: Merging Policy and Media Strategies
  • How the Media Works and How to Work the Media
  • Press Conferences and Media Interviews for Scientists and Engineers

When faced with an ethical dilemma, public relations professionals ultimately have four choices available to them: avoidance, compliance, ignorance and resignation.

photo credit: The Co-operative

Avoidance
The most ethical choice can sometimes be to avoid answering a question. If you are faced with a question that would require you to make a difficult ethical decision, keep in mind that you should not force yourself into an ethical dilemma unless you really must.

Compliance
When asked by a principal to engage in an activity that is unethical some public relations professionals, especially those who are young, will simply comply out of loyalty. This is always a poor choice that will typically lead to the destruction of one’s reputation, if not worse.

Ignorance
Traditional public relations practices have called for professionals learning as much as they could about a principal, particularly whenever they are faced with an ethical crisis. In some cases the most appropriate and ethical course of action would be to not ask questions during an ongoing crisis. Remember that public relations specialists are not entitled to attorney-client privilege. As a result, you can find yourself facing serious legal difficulties if you become caught up in a legal investigation and then you are forced to reveal secrets that would violate your duty of loyalty to your principal. This is precisely why some public relations practitioners choose to avoid asking difficult questions. In this case, ignorance can be used as an effective shield of protection.

Resignation
Some ethics experts will contend that whenever a professional is not able to fulfill his duty to his principal and his duty to society at the same time, there is simply no other choice but to resign. Resigning on principle is rather rare today; generally because it is not that easy to simply walk away from a job. And when an employee resigns on principle there is a clear message sent that his or her employer is engaging in unethical practices. Sending such a message, even unintentionally, can be dangerously close to violating your responsibilities to your employer.

To learn more about public relations, sign up for TheCapitol.Net’s 1-day course Media Relations for Public Affairs Professionals, or the 2-day Advanced Media Relations Workshop.

Reference: Media Relations Handbook, by Brad Fitch, Section 13.5 Ethical Choices.

For more information about media training from TheCapitol.Net, see these resources:

• Media Relations Handbook, by Bradford Fitch
• Live courses in Washington, DC:
  • Media Relations for Public Affairs Professionals: Media Relations 101
  • Advanced Media Relations Workshop
  • Effective Executive Briefings: The Art of Persuasion
  • Speechwriting: Preparing Speeches and Oral Presentations
  • Capitol Hill Workshop
• Capitol Learning Audio Courses:
  • Media Relations for the Public Affairs Professional, A Seven Course Series
  • Public Affairs Primer for Nonprofits and Associations
  • Media Relations: Merging Policy and Media Strategies
  • How the Media Works and How to Work the Media
  • Press Conferences and Media Interviews for Scientists and Engineers

One of the important activities you can undertake as part of advocacy is performing an issue audit. The purpose of this audit is to assess media coverage and public opinion. This refers not only to current media coverage, but also to anticipated media coverage. Such an audit should be conducted on a national level as well as in key states and congressional districts.

photo credit: richardrichard

The first question to ask when conducting an audit is: what has been said in the media, on websites and in social media and by whom? Areas to consider include legislators, other interests, administration officials, prominent bloggers, commentators in the media and experts or academics, including think tanks.

You can begin to build your message as well as refute opposing arguments when you identify fallacies that exist or that you anticipate will be perpetuated. Look for questionable statistics, biased studies and biased groups. Also, analyze the way in which problems and solutions have been characterized or identified.

It is also a good idea to check public opinion polls and surveys that have been conducted and then consider conducting your own. Your media audit should always include a review of the different types of media sources, who is saying it and why, what is being said, when it was said and whether it is possible that conditions have changed since it was said, the effectiveness of results and the strengths and weaknesses of both sides of the argument.

There are several sources where you can keep a close eye on what is being said in the media, including the Federal News Service and Google Alerts. The Federal News Service provides verbatim, same-day transcripts of major congressional hearings, speeches, statements and press conferences by administration leaders, presidential speeches, statements and press conferences, White House briefings, State Departments briefings, Defense Department briefings, Justice Department briefings, Homeland Security briefings, U.S. Trade Representative briefings, Foreign Press Center briefings, speeches and press conferences by visiting international leaders, political interviews on morning and weekend TV news shows, key speeches at presidential political nominating conventions and presidential debates. You can also check various polls at PollingReport.com. Information on interest group positions on issues can be found at OnTheIssues.

Keeping your finger on the pulse of what is being said about your issue is the best way to stay informed and prepared to respond effectively.

Reference: Lobbying and Advocacy, by Deanna Gelak, Section 10.6 Media Relations Principle 3, and Section 10.7 Conducting a Press Audit

For more information about advocacy in Washington, see

• Pocket Guide to Advocacy on Capitol Hill
• Persuading Congress, by Joseph Gibson
• Congressional Deskbook: The Practical and Comprehensive Guide to Congress, by Michael L. Koempel and Judy Schneider
• Live and custom training courses from TheCapitol.Net:
  • Using Grassroots, Coalitions, and the Media to Get Your Message Heard
  • Advocacy Campaigns in Washington
  • Strategies for Working with Congress: Effective Communication and Advocacy on Capitol Hill
  • Capitol Hill Day / National Advocacy Day
• Capitol Learning Audio Courses:
  • Building and Nurturing Your Grassroots Campaign
  • Visiting Capitol Hill for First Time Grassroots Advocates: An Introductory Course
  • How to Organize a Capitol Hill Day
  • How to Work the Hill Like a Pro

Public relations professionals have an array of tools for attracting media attention. One of those tools is the press advisory. The press advisory is somewhat different from the press release, both in format and goal.

photo credit: chuckoutrearseats

The goal of the press advisory is to notify the press of an occurrence or event you want them to cover. Press advisories can be issued as far in advance of an event as necessary. Your ultimate goal is to have reporters place events on their calendars or within their futures file so they can plan accordingly to attend and cover the event. As a general rule of thumb, if you issue a press advisory more than one week in advance, it is a good idea to conduct a follow-up advisory one or two days before the event to ensure reporters have not forgotten about it.

The format of a press advisory is also much simpler than a press release. The headline of an advisory should be clear and concise, consisting of no more than two paragraphs. Key information should be given in summary form and include the event, time, place and subject of the event. It can be a challenge to provide enough information in the advisory to entice the media to cover it, while at the same time holding back enough information to ensure you do not inadvertently scoop yourself.

When writing an advisory, provide information on what reporters can expect if they decide to attend the event. When appropriate, also include background information on the organization staging the event. Also use your web site to provide additional information.

Include a note that information within the advisory is not to be released. While this may be generally understood, it is always better to be certain rather than to have information released that you did not intend to have publicized.

To learn more about making the most of press releases and advisories, consider TheCapitol.Net’s Advanced Media Relations Workshop.

Reference: Media Relations Handbook, by Brad Fitch, Section 2.7 Press Advisory

For more information about media training from TheCapitol.Net, see these resources:

• Media Relations Handbook, by Bradford Fitch
• Live courses in Washington, DC:
  • Media Relations for Public Affairs Professionals: Media Relations 101
  • Advanced Media Relations Workshop
  • Effective Executive Briefings: The Art of Persuasion
  • Capitol Hill Workshop
• Capitol Learning Audio Courses:
  • Maximizing the Internet for the Public Affairs Professional, with Michael Cornfield
  • Media Relations for the Public Affairs Professional, A Seven Course Series
  • Public Affairs Primer for Nonprofits and Associations
  • Media Relations: Merging Policy and Media Strategies
  • How the Media Works and How to Work the Media
  • Press Conferences and Media Interviews for Scientists and Engineers

The basic tool used in public relations is the press release. Ultimately, the goal of a press release is to convince the media to do a story. At one time, press releases were printed on paper, however, today press releases are most often exchanged electronically.

photo credit: Micky.!

The email press release is now the format preferred by most reporters. While some basic information has remained the same in the electronic press release, an email press release differs somewhat from a printed press release.

First, try to avoid attachments to your press release. Unless the reporter is actually expecting the attachment, all releases should be made within the body of the email text message. Firewalls at some news organizations will automatically block an email with an attachment.

The subject line of the email should replace the headline. This is the most important line of your press release and you have an extremely small amount of space to grab the reporter’s attention. At most, you have five words to sell the story, so choose them carefully.

One of the advantages of the email press release is that you can include URL links to more information. When it comes to the basic format of the release, remember to keep contact information at the top of the release, followed by the headline and then the body of the press release. While email may be a slightly different format, reporters are still accustomed to the traditional paper format.

Make sure you never include any text formatting, such as underline, bold or tabs as some email programs ignore them. If you need to use bullets, use stars or dashes. The entirety of your release should be kept to a minimum of 500 words and between four and six paragraphs.

Always test out the release by sending it to yourself first.

Finally, if you are going to send the release out to more than one reporter, include the addresses as blind cc’s. Never make the mistake of broadcasting a reporter’s email address.

To learn more about the best way to craft press releases and other media relations tips, sign up for TheCapitol.Net’s 1-day course Media Relations for Public Affairs Professionals, or the 2-day Advanced Media Relations Workshop.

Reference: Media Relations Handbook, by Brad Fitch, Section 2.5 Email Press Releases

For more information about media training from TheCapitol.Net, see these resources:

• Media Relations Handbook, by Bradford Fitch
• Live courses in Washington, DC:
  • Media Relations for Public Affairs Professionals: Media Relations 101
  • Advanced Media Relations Workshop
  • Effective Executive Briefings: The Art of Persuasion
  • Speechwriting: Preparing Speeches and Oral Presentations
  • Capitol Hill Workshop
• Capitol Learning Audio Courses:
  • Media Relations for the Public Affairs Professional, A Seven Course Series
  • Public Affairs Primer for Nonprofits and Associations
  • Media Relations: Merging Policy and Media Strategies
  • How the Media Works and How to Work the Media
  • Press Conferences and Media Interviews for Scientists and Engineers

All interviews by a journalist of your principal or organization should be monitored.

photo credit: Institute for Government

First, you must perform a check on any possible mis-readings or errors by the reporter. Second, monitoring the interview will provide you with a better understanding of the points your principal wants to stress. Finally, you will be able to perform a more effective follow-up with the reporter, something that can be especially important if the principal makes a mistake during the interview.

While monitoring the interview pay close attention to ensure the principal does not make any factual errors. If he or she gets a number or date wrong, you need to fix it. In the event the error occurs during a broadcast interview, it will be up to you to encourage the reporter not to make use of that particular sound bite.

At times you may need to either play up or play down certain points by your principal. This can be a challenge as reporters often view this strategy as a blatant form of spin. In some instances, you may have additional facts not mentioned by the principal that serve to strengthen the main point and will be relevant to the reporter. You can do this through the follow-up. By sending additional points through email you can reinforce points you would like to see appear within the story.

You also need to consider whether you want to record the interview. There may be little value in recording an interview unless it is a one-time interview and you anticipate a biased story. Blatantly recording an interview sends a message to the reporter that you do not trust them. If it is your goal to establish a long-term relationship with a reporter conducting an interview, you must work toward building a degree of trust. That may mean not recording the interview.

To learn more about effective public relations strategies, consider TheCapitol.Net’s 1-day course Media Relations for Public Affairs Professionals, and the 2-day Advanced Media Relations Workshop.

Reference: Media Relations Handbook, by Brad Fitch, Section 8.12 Things to Monitor during the Interview.

For more information about media training from TheCapitol.Net, see these resources:

• Media Relations Handbook, by Bradford Fitch
• Live courses in Washington, DC:
  • Media Relations for Public Affairs Professionals: Media Relations 101
  • Advanced Media Relations Workshop
  • Effective Executive Briefings: The Art of Persuasion
  • Capitol Hill Workshop
• Capitol Learning Audio Courses:
  • Maximizing the Internet for the Public Affairs Professional, with Michael Cornfield
  • Media Relations for the Public Affairs Professional, A Seven Course Series
  • Public Affairs Primer for Nonprofits and Associations
  • Media Relations: Merging Policy and Media Strategies
  • How the Media Works and How to Work the Media
  • Press Conferences and Media Interviews for Scientists and Engineers

All public relations professionals from time to time have disagreements with the media. You might be asked to research something at a time that is inconvenient or you might be forced to ask your principle a question that ultimately proves to be embarrassing. Something you write might even land you in trouble. The relationship that exists between the media and the public relations professional is typically not equal. Whenever a disagreement does occur, it is not on an even playing field.

photo credit: West Park Centre

Public relations professionals will often be at a disadvantage–because it is never advantageous to get into a disagreement with the media. Reporters and anyone else involved with the media always get the last word. This is because they control the medium.

When you do debate a reporter, keep it polite. Most reporters will remain open-minded and can even be susceptible to some persuasion. You might find they will play the role of the devil’s advocate simply to receive an emotional reaction and receive a better quote for their story. Make an effort to be concise, get to the point and keep the discussion civil. Use documentation to refute all negative points.

Once a story has actually run, it is typically not productive to argue with the media. Your principal might feel better if letters are sent to the editor, but the truth of the matter is that the damage has already been done. If the decision is made to send a letter to the editor, deal with the facts in the story. If you attack a news organization’s credibility, you will appear undignified.

Another option you might try to use is to have a separate story run on the topic that favors your perspective. Of course, you must also recognize that a second-day story always carries some risk because it will inevitably include negative information from the first day story. And there is never a guarantee you will receive a better story the second time around.

To learn more about the most effective ways to work with the media, consider TheCapitol.Net’s Advanced Media Relations Workshop.

Reference: Media Relations Handbook, by Brad Fitch, Section 4.9 Arguing with the Media

For more information about media training from TheCapitol.Net, see these resources:

• Media Relations Handbook, by Bradford Fitch
• Live courses in Washington, DC:
  • Media Relations for Public Affairs Professionals: Media Relations 101
  • Advanced Media Relations Workshop
  • Effective Executive Briefings: The Art of Persuasion
  • Capitol Hill Workshop
• Capitol Learning Audio Courses:
  • Maximizing the Internet for the Public Affairs Professional, with Michael Cornfield
  • Media Relations for the Public Affairs Professional, A Seven Course Series
  • Public Affairs Primer for Nonprofits and Associations
  • Media Relations: Merging Policy and Media Strategies
  • How the Media Works and How to Work the Media
  • Press Conferences and Media Interviews for Scientists and Engineers

It is sometimes assumed that the development of a communications plan is similar to the production of a play, in which the public acts as the audience. In reality, much of the work involved in public relations can be reactionary and unpredictable in nature. It is not unusual for members of Congress to determine their strategy and their message by reviewing the daily news and then deciding how they will respond to a particular issue.

photo credit: tuppus

The best work in public relations involves the creation of great plans and the adaptation of those plans based on changing circumstances. The best way to take advantage of opportunities is to prepare for opportunities in advance. Every sphere within the world of Washington public relations has its own distinct set of possible circumstances that determine the best methods for advance preparation.

Generally, the best all-in-one approach to preparing for opportunities to is to be certain you have good resources and contacts in place. This will allow you to capitalize on them whenever the need arises. This could mean reaching out to reporters you might not call regularly or compiling press contact lists that might not involve your primary subject area. Even though these actions might be outside your day-to-day work, they could prove crucial if conditions change.

In some cases, it might be better to allow some opportunities to simply pass by rather than attempt to capitalize upon them. The degree to which your operation is cautious or aggressive regarding opportunities will typically be determined by the personality of your principal or organization. Be on the lookout for opportunities that are worth pursuing. Ultimately, you must ask yourself whether the opportunity is close to your mission and whether the opportunity warrants changing your plans in order to pursue it. What are the costs if you should decide to pursue it? Will you be able to effectively pursue the opportunity during the short-term nature that is offered by the news cycle? Finally, determine the likelihood that you will receive positive media coverage as a result.

To learn more about the best ways to take advantage of opportunities as they arise in public relations, consider TheCapitol.Net’s Advanced Media Relations Workshop.

Reference: Media Relations Handbook, by Brad Fitch, Section 3.11 Taking Advantage of Opportunities

For more information about media training from TheCapitol.Net, see these resources:

• Media Relations Handbook, by Bradford Fitch
• Live courses in Washington, DC:
  • Media Relations for Public Affairs Professionals: Media Relations 101
  • Advanced Media Relations Workshop
  • Effective Executive Briefings: The Art of Persuasion
  • Capitol Hill Workshop
• Capitol Learning Audio Courses:
  • Maximizing the Internet for the Public Affairs Professional, with Michael Cornfield
  • Media Relations for the Public Affairs Professional, A Seven Course Series
  • Public Affairs Primer for Nonprofits and Associations
  • Media Relations: Merging Policy and Media Strategies
  • How the Media Works and How to Work the Media
  • Press Conferences and Media Interviews for Scientists and Engineers

Each year, countless dollars are spent on public relations efforts that are specifically designed to capture the attention of legislators. Whether it is an advertisement in Roll Call or a web site ad meant to persuade busy lawmakers and staff, a creative array of messages are developed to formulate a successful advocacy campaign.

photo credit: Daquella manera

The media can be a powerful vehicle for disseminating information regarding policy debates. Therefore, it is necessary to have a solid understanding of the best way to work with the media as well as with media distribution resources.

Lobbyists are frequently called upon to organize media events, introduce public officials, prepare congressional testimony, and serve as a spokesperson. The message you want to deliver will be competing with an increasing number of messages. This presents increased challenges for lobbyists in getting their message out.

The rule of knowing your audience is particularly applicable when it comes to influencing public policy–the ultimate goal of legislative media coverage is to influence the outcome of public policy. Your goal is to reach critical constituents with your message. Simply gaining media exposure is not sufficient, you must influence the public opinion that actually drives legislation.

You must also plan and coordinate. An effective public relations strategy depends on anticipating your public affairs activities in advance and then coordinating the legislative and public relations staff of your organization. One of the biggest and most common mistakes many lobbyists make is failing to include media relations staff in the early stages of planning a legislative campaign. Including experienced and qualified media affairs professionals can prove to be invaluable in your efforts to develop new strategies. The key is to make sure you plan in advance.

For more comprehensive information regarding media training for government affairs professionals, consider our Media Relations for Public Affairs Professionals and Advanced Media Relations Workshop. Also consider Strategies for Working with Congress: Effective Communication and Advocacy on Capitol Hill and the 3-day Capitol Hill Workshop.

Reference: Lobbying and Advocacy, by Deanna Gelak, Section 10.2 Media Engagement

For more information about working with Congress, see these resources from TheCapitol.Net:

• Publications
  • Persuading Congress, by Joseph Gibson
  • Lobbying and Advocacy, by Deanna Gelak
  • Citizen’s Handbook to Influencing Elected Officials, by Bradford Fitch
  • Congressional Deskbook, by Michael L. Koempel and Judy Schneider
• Live courses in Washington, DC:
  • Capitol Hill Workshop
  • Strategies for Working with Congress: Effective Communication and Advocacy on Capitol Hill
  • Preparing and Delivering Congressional Testimony
• Custom on-site training:
  • Capitol Hill Day / Government Affairs Institute / National Advocacy Day
  • Capitol Hill Workshop
  • How Washington Works
• Capitol Learning Audio Courses:
  • Effectively Using Persuasion in Your Oral Presentations: A Trial Lawyer’s Perspective
  • How to Work the Hill Like a Pro
  • Making the Most of a Site Visit with a Member of Congress
  • Strategies and Tactics That Will Help You Impact Congressional Action

One of the earliest tasks of many new press secretaries and communication directors is the development of a communications plan. A large portion of early reviews, research and interviews will result in the development of this plan. Without the presence of such a plan, any proactive press work is virtually impossible.

photo credit: jeremyfoo

In some instances, you might enter a situation in which a communication plan is already in place. In this case, your main responsibility would be to assist in implementing that plan. If you are the only or the senior press liaison, you will likely be expected to deliver the message along with drafting the plan.

It is important to first consider the message you wish to convey when you are drafting a communications plan. You also need to take into consideration the strategic goals of your principal or organization as well as the tools available to you for communication. Communication goals may be associated with a time line. This could be a legislative calendar, an election campaign, or some other series of important events.

Communication plans should never be created from a sheer void. Recognize the individuals involved when you are considering the specifics of internal politics. It is also important to take into consideration the people who may need to review and approve the communications plan for it to become a reality.

Developing a strong communications message can be one of the most difficult aspects of the job of the public relations professional. Ultimately, your goal is a message embodied in a clear and concise statement that makes a connection with your audience in a way that is meaningful and valuable. In marketing, the message for a product is summarized in a slogan or advertising.

The communication plan you develop will define the organization, agency or person you represent in the mind of the public. When developing your communication plan, remember that messages fall into two broad categories: strategic messages and campaign messages.

Strategic messages are often broad in theme and feature an overarching set of principles that are used for guiding and shaping all communications.

Campaign messages are a subset within a strategic message. The campaign message has a time limit and is often defined by a measurable outcome.

To find out more about developing an effective communication plan, consider TheCapitol.Net’s Advanced Media Relations Workshop.

Reference: Media Relations Handbook, by Brad Fitch, Section 1.14 Creating a Communications Plan, and Section 3.2 The Message.

For more information about media training from TheCapitol.Net, see these resources:

• Media Relations Handbook, by Bradford Fitch
• Live courses in Washington, DC:
  • Media Relations for Public Affairs Professionals: Media Relations 101
  • Advanced Media Relations Workshop
  • Effective Executive Briefings: The Art of Persuasion
  • Capitol Hill Workshop
• Capitol Learning Audio Courses:
  • Maximizing the Internet for the Public Affairs Professional, with Michael Cornfield
  • Media Relations for the Public Affairs Professional, A Seven Course Series
  • Public Affairs Primer for Nonprofits and Associations
  • Media Relations: Merging Policy and Media Strategies
  • How the Media Works and How to Work the Media
  • Press Conferences and Media Interviews for Scientists and Engineers