Creating an effective media policy

Interacting with the media is always a case of risk versus reward. Companies should therefore have a dynamic media policy that is aligned with its business objectives, sets out who should say what to the media and is continually updated.

Managing risk areas

When dealing with the media, risk areas include situations such as spokesperson’s comments being taken out of context, factual errors in published articles, negative speculation after a “no comment” statement or a spokesperson not being available for comment. Another risk area is journalists asking spokespeople to comment about recent market speculation or press articles about the company or a competitor.

An effective media policy should anticipate risk areas such as these and include a strategy that will equip anyone dealing with the media to handle these types of situations. This will mean getting input from all those involved to ensure their requirements are covered.

To safeguard the company to the greatest extent, a media policy should be applied at all levels of the business from top management down to the people on the switchboard and not just stuck away in an archive in the hopes that someone will refer to it.

The guidelines in the media policy should be clearly stated and enforced to ensure journalists are treated appropriately if they phone in and prevent employees from inadvertently giving away information to them. Some journalists use social engineering tactics like befriending receptionists, switchboard operators and other operational level employees to part with information.

A behavioural blueprint for spokespeople

Depending on the content of the media policy, it can provide a behavioural blueprint to ensure spokespeople are broadcasting consistent messages and do not cross certain boundaries. It will also safeguard against a spokesperson operating in one division inadvertently making controversial comments about the biggest customer or potential customer of another division.

For example, a spokesperson makes a negative statement about government to a journalist and meanwhile another division has a major government tender pending. Without strict guidelines spokespeople can also be guilty of voicing personal opinions to journalists, which are totally out of line with the company’s views.

A well thought out media policy will give spokespeople more confidence in knowing what they can and cannot say. It will also allow them to refer to corporate policy to avoid answering controversial questions without alienating the journalist.

For example: “I would love to talk to you about that Bill, but it is corporate policy not to disclose that type of information,” or “I am afraid our corporate policy dictates that our CEO is the only one permitted to speak on that subject.”

Making statements like these is better than saying “no comment”, which is like slamming the door in the journalist’s face, and it moves the responsibility to a corporate level without jeopardising the spokesperson’s relationship with the journalist.