How to deal with a serious media enquiry

When a major media enquiry comes along, it is rarely when you want it or expect it. And if not handled correctly, your well-earned reputation could take a beating.

Examples of such media enquiries include negative public feedback on a contentious regeneration planning application, an undesirable health and safety audit or an incident regarding an employee.

Here are some tips and structure to think about if faced with such a media enquiry.

1. What information does the media want and by when?

Be clear with the journalist. What information are they looking for and in what context? Also be clear about the deadline for submitting information to them. Be careful to stick to the point rather than providing information which should be in another organisation’s domain such as the emergency services or professional body.

2. Create media response sub-group and plan of action

Rather than start to overwhelm too many people with an issue, decide who are the people with the skills and knowledge to manage this. It usually means creating a small group of people across the business including communications if you have a dedicated function, operations and a specialist area depending on the nature of the enquiry, such as HR or IT.

This not only provides focus but allows every-day business to continue and gives ownership of the exercise to this small group. Decide whose name any quote will be attributed to and that they are relevant to the subject matter.

If the story snowballs and an interview is required, do you have a spokesperson who is prepared and media-trained?

3. Who holds the information you need?

Quickly find out internally or externally who holds the information you need. If internal, ensure you have clear lines of communication with them and access to the information.

If external and it is a partner or other organisation, work closely with them to ensure you can gather what you need with their co-operation. Also consider, if needed, a comment from a professional body to confirm you hold certain accreditations.

4. Consider external support from a proven crisis specialist

Once you understand the seriousness of the situation, consider external support from someone who can handle this as a specialism. They will know the techniques and process to be followed, what danger signs to look out for and how to structure and plan a response.

This provides invaluable support, reduces the risk of doing something which may backfire and provides reassurance for the team.

At Freshfield, we have specialist knowledge and experience in dealing with the media and in the field of crisis communications. Ideally, you should have a partner such as Freshfield, on standby, as part of a crisis communications response plan.

5. Reply in writing to ensure clarity and an audit trial

For absolute clarity, always respond to an enquiry in writing. This is especially valuable in monitoring accuracy in how the information is used by the journalist.

In matters of figures, finance and fine detail, this is essential. To simply talk through a situation is asking for trouble, innuendo and misleading interpretation of what is said.

6. Update staff on the potential news

While the story is unfolding, it is important and helpful to keep all relevant employees updated of what they may see in the media.

In the absence of information, staff will fill the void themselves with rumour so ensure communications channels are kept open with timely updates of the situation. You don’t want staff to find out the worst through social media or on a website and feel like they have been overlooked.

7. Set up an ‘earned’ and ‘owned’ media monitoring plan

While dealing with the response, consider how you will monitor the noise. There is software that can track content and metrics of how it is being viewed online.

Also, look at your own channels – ‘owned’ media – and look at the analytics of your website and on social channels. This will give you a view of sentiment and how it is being perceived whether positive, negative or in neutral tone and help to inform any further statements or action.

8. Consider learnings for the future

Review how the exercise went as a team. Did this media enquiry expose the process of media handling and managing the reputation of the business?

Are there skills gaps which need filling with ongoing training? This should include media training and identifying reputational risk within the organisation.

Consider how media handling is structured for the longer term to help protect the business and to ensure the best possible outcomes in managing further media enquiries of this nature.

Are you prepared for a big media enquiry or crisis?

Our specialist PR and communications team comprises senior PR and communications professionals, former senior business journalists, content and social media professionals. We operate in a number of specialist sectors.

If you think your PR and communications strategy needs some fresh eyes, we’d love to help. Please contact Paul Tustin at hello@freshfield.com or complete our online form here.