7 Steps to Launching a Top Media Relations Program

Written by Andrew A. DeMuth

7 Steps to Launching a Top Media Relations Program Newspapers need to fill real estate inrepparttar form of column inches, and you need media coverage. If handled correctly, "this could berepparttar 146065 beginning of a beautiful friendship." A top-notch media relations program is essential for every business and organization. Most, however, never even bother to try launching a successful medial relations program. You would not believe how often reporters find themselves at a loss for content. In fact, many newspaper and other media outlets sometimes have to sink to cold calling police departments looking for stories, and that is an absolute fact. Of course there are other times where they have more stories then they can handle, so timing will play a part as indicated later. Before delving into things, a quick word of caution. In this piece we are strictly addressingrepparttar 146066 publicizing of positive accomplishments, achieving milestones and other such events designed to reflect well on your business or organization. Handling controversy is a completely different matter and really should be farmed out to experts. Let's begin.

Establish a Policy The first step is to create a well-constructed policy on media relations. The policy should dictate who may have contact withrepparttar 146067 media, what information may be released, when permission should be sought from persons or entities mentioned inrepparttar 146068 press release, and other such information. Many organizations only allow one specific person to issue press releases. This is counterproductive and, often, too much work for just one person. Your policy should allow several specific employees who are familiar withrepparttar 146069 policy to issue press releases.

Userepparttar 146070 Right Vehicle Press Releases should generally be issued in writing. This is a good idea for several reasons. First, it protectsrepparttar 146071 issuing entity from any accusation of releasing inappropriate information. Second, if there are mistakes inrepparttar 146072 printed story, again,repparttar 146073 organization is protected. Third, inrepparttar 146074 written press release you will strive to credit all deserving persons and organizations. If an article comes out and a deserving employee or entity is upset for not being mentioned, he or she can be given a copy ofrepparttar 146075 press release showing thatrepparttar 146076 organization did recognize his or her efforts and did credit them. Also, issuing a written press release saves a lot of time. It can simply be dropped in a fax machine or email and sent to three or four local and regional media outlets instead of having to makerepparttar 146077 same phone call three or four times. Finally,repparttar 146078 actual press release can posted inrepparttar 146079 office to publicly recognizerepparttar 146080 company and employees for their accomplishments.

Constructing a Good Press Release The easier you make things forrepparttar 146081 reporter,repparttar 146082 more likely your story will be printed. Preparerepparttar 146083 press release as if you were writingrepparttar 146084 story forrepparttar 146085 local paper. Most ofrepparttar 146086 time they will change it, but, when in a rush,repparttar 146087 article that appears inrepparttar 146088 paper may look very close to your press release. DO NOT WRITE IN ALL CAPITALS. Doing so is sacrilegious inrepparttar 146089 journalism world, difficult to read, and, often, pushesrepparttar 146090 reader away to something else. Use paragraphs, and separate them with spaces. The only thing more annoying then all capitals is an article that just runs on in one giant blurb of non-breaking words. Always supply contact information inrepparttar 146091 piece for any follow-up questions. It is also important to include quotations. The quotes should be given byrepparttar 146092 people involved inrepparttar 146093 particular event as well as by organization heads describing their feelings aboutrepparttar 146094 event and offering accolades. Quotes should also be given by persons or groups who, if applicable, benefited fromrepparttar 146095 event.

Five Things Smart Leaders Do to Lower the Barriers to Change

Written by Guy Harris

Smart leaders understand that they don’t “make” a change happen. They recognize thatrepparttar people in their organization dorepparttar 144996 work, change behaviors, and, ultimately, makerepparttar 144997 change happen. They understand that their role is to makerepparttar 144998 change meaningful and easier to accept. Smart leaders facilitate change.

Let’s look at five things smart leaders do to lowerrepparttar 144999 barriers to change.

1. They sell more than they tell

Smart leaders are comfortable selling their ideas. They understand that “telling” someone what’s going to happen is very different from “selling” them onrepparttar 145000 idea. I do not suggest that smart leaders use so called “high-pressure” sales tactics. By selling, I mean that they look for ways to get people emotionally committed torepparttar 145001 change.

They paint, and re-paint,repparttar 145002 vision for people. They focus onrepparttar 145003 benefits, notrepparttar 145004 costs. They understand that people need time to adjust, time to acceptrepparttar 145005 change. They work to inspire buy-in rather than compliance.

2. They help people tune-in to WII-FM

Sales and marketing professionals talk aboutrepparttar 145006 radio station that most people tune-in to on a daily basis. They know about WII-FM (What’s in it for me?).

If it’s true about people inrepparttar 145007 marketplace, then it’s true about people inrepparttar 145008 workplace. Smart leaders know how to answerrepparttar 145009 question on every employee’s mind: “What’s in it for me?”

Dr. Aubrey Daniels, noted behavioral analyst and author of Bringing Outrepparttar 145010 Best in People, makes two great comments regarding change acceptance:

* “People don’t resist change, they resist being changed,” and * “People don’t resist change ifrepparttar 145011 change provides immediate positive consequences to them.”

Smart leaders know that people are generally more willing to do things that bring personal benefit than they are to do things that benefitrepparttar 145012 organization. They take a pragmatic, not a cynical or negative, view of human nature. They see people for who they are and work to adjust their strategy to go with -- not against --repparttar 145013 natural drives of people in their organization.

3. They work throughrepparttar 145014 “head grapes”

Every organization has a grapevine -- an unofficial communication channel that often moves faster than official ones. You might callrepparttar 145015 people who other people listen to, and therefore influencerepparttar 145016 grapevine,repparttar 145017 “head grapes.”

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