Smashing the Myth of the Press Release

A musician spends years honing his craft. He writes world-class songs and performs them in a manner that moves his listeners to tears. He records a demo tape and sends it to record labels. He gets a contract and becomes rich, famous and adored.

The lesson: demo tapes are the secret of becoming a famous musician.

Wait, you say, the demo tape was just a tool, just his way of conveying his talent. It's his ability as a musician that got him the contract and made him famous.

You're right, of course. He could have become just as famous if a record executive saw him in person, or heard about him from a friend, or as a result of a variety of other events.

Which brings us to the press release.

Somehow, the press release has taken on a magical reputation as the alpha and omega of publicity. Wanna become rich? Send out a press release. Wanna become famous? Press release. Wanna get on the cover of Newsweek? Press release.

Publicity "gurus" are springing up all over the Internet touting the press release as the answer to all marketing ills. Just knock out a release, mass e-mail it to journalists, sit back and wait for Oprah to call.

It's a cruel joke.

Here's the reality: the press release is no more important to your potential of scoring free publicity than the demo tape was to our musician friend. If he had no talent, if his songs sounded like garbage, the best recorded demo tape in the world wouldn't get him signed. Ditto for the publicity seeker. If you don't have a story to tell, your press release is utterly worthless.

I'm not knocking the press release -- it's an important tool. But it's just that: a tool. It's not the first thing you need to think about when it comes time to seek publicity. In fact, it's one of the last. And it's not even absolutely necessary (I've gotten plenty of publicity with just a pitch letter, a quick e-mail or a phone call).

If you worship at the shrine of the press release, it's time to rearrange your priorities. Here, then, are the things that are MORE important than a press release in generating publicity:

1. A newsworthy story. This is the equivalent of our musician's talent. It's the very basis for your publicity efforts. Without it, your press release means nothing. To learn about how to develop a newsworthy story, take a look at publicityinsider questions.asp and scroll down to "Is my company/website/life really newsworthy?"

2. Learning to think like an editor. Oh, what an edge you'll have in scoring publicity over all those press release worshippers once you learn how to get inside the head of an editor. Give an editor what he wants in the way he wants it and you'll do great. I've got an entire article on the subject at
 publicityinsider freesecret.asp  Go there now and absorb it all. Trust me, it will make a world of difference.

3. Relevance. Tie in with a news event, make yourself part of a trend, piggyback on a larger competitor's story, but, by all means, make your story part of a picture that's bigger than just your company. Stories that exist in a vacuum quickly run out of oxygen.

4. Persistence. Sending out a press release and waiting for results is lazy and ineffective. If you really believe in your story, and you believe that it's right for a particular media outlet, you need to fight to make it happen. Call or e-mail the editor to pitch your story BEFORE sending the release. If one editor says no, try somebody else. If they all say no, come back at them with a different story angle.

Getting publicity involves so much more than just sending out a press release. Treat it as seriously and with as much respect as our newly minted rock star treats his craft and you'll be well on your way to success.

PR's Only True Measure

Sure, you could measure the rather narrow results achieved by tactical subsets of your public relations program like special events, brochures, broadcast plugs or press releases. On the other hand, you as a business, non-profit or association manager might better measure the results of your strategic efforts to alter individual perception among your key outside audiences leading to changed behaviors, which then help you achieve your managerial objectives.

I mean, can we agree that managers MUST plan to do something positive about the behaviors of those important external audiences of theirs that most affect their operation?

And especially so when they persuade those key outside folks to their way of thinking by helping to move them to take actions that allow their department, division or subsidiary to succeed?

But it takes more than good intentions for any manager to alter individual, key-audience perception leading to changed behaviors, something of profound importance to ALL business, non-profit and association managers.

He or she needs a plan dedicated to getting every member of the public relations team working towards the same external audience behaviors which insures that the organization’s public relations effort stays sharply focused.

The plan could be based on a foundation that looks like this: people act on their own perception of the facts before them, which leads to predictable behaviors about which something can be done. When we create, change or reinforce that opinion by reaching, persuading and moving-to-desired-action the very people whose behaviors affect the organization the most, the public relations mission is accomplished.

Results can materialize faster than you might suspect.For example, bounces in showroom visits; new proposals for strategic alliances and joint ventures; customers making repeat purchases; prospects starting to work with them;membership applications on the rise, and capital givers or specifying sources looking their way.

Watch the real performers at work. They find out whoamong their key external audiences is behaving in ways that help or hinder the achievement of their objectives. Then, they list them according to how severely their behaviors affect their organization.

Next they must determine how most members of that key outside audience perceive the organization. If the resources to pay for what could be costly professional survey counsel aren’t there, Ms. or Mr. manager and his or her PR colleagues will have to monitor those perceptions themselves. Actually, the PR folks should already be quite familiar with how to gather and assess perception and behavior data.

Doing so means meeting with members of that outside audience and asking questions like "Are you familiar with our services or products?" "Have you ever had contact with anyone from our organization? Was it a satisfactory experience?" And if you are that manager, you must be sensitive to negative statements, especially evasive or hesitant replies. Watch carefully for false assumptions, untruths, misconceptions, inaccuracies and potentially damaging rumors. When you find such, you will need to take steps to correct them, as they inevitably lead to negative behaviors.

Now comes the challenge of selecting the specific perception to be altered which then becomes your public relations goal. You obviously want to correct those untruths, inaccuracies, misconceptions or false assumptions.

The core reality of the whole drill is that a PR goal without a strategy to show you how to get there, is like corned beef and cabbage without the cabbage. It’s justnot the same. So, as you select one of three strategies (especially constructed to create perception or opinion where there may be none, or change or reinforce it,) what you must do is insure that the goal and its strategy match each other. You wouldn’t want to select "change existing perception" when current perception is just right suggesting a "reinforce" strategy.

Now the time has come when you must create a compelling message carefully constructed to alter your key target audience’s perception, as specified by your public relations goal.

Remember that you can always combine your corrective message with another news announcement or presentation which may give it more credibility by downplaying the apparent need for such a correction.

The content of the message must be compelling and quite clear about what perception needs clarification or correction, and why. Naturally you must be truthful and your position logically explained and believable if it is to hold the attention of members of that target audience, and actually move perception in your direction.

Occasionally, folks in the PR business will allude to the communications tactics necessary to move your message to the attention of that key external audience, as "beasts of burden" because they must carry your persuasive new thoughts to the eyes and ears of those important outside people.

Luckily, there is a wide choice because the list of tactics is lengthy. It includes letters-to-the-editor, brochures, press releases and speeches. Or, you might choose radio and newspaper interviews, personal contacts, facility tours or customer briefings. There are scores available and the only selection requirement is that the communications tactics you choose have a record of reaching people just like the members of your key target audience.

Of course, you can always move things along by adding more communications tactics, AND by increasing their frequencies.

Right about now, the subject of progress reports will arise,but you will already be hard at work remonitoring perceptions among your target audience members to test the effectiveness of your communications tactics. Using questions similar to those used during your earlier monitoring session, you’ll now be on sharp alert for signs that audience perceptions are beginning to move in your general direction.

Throughout, keep your eye on the core of this approach: persuade your most important outside audiences with the greatest impacts on your organization to your way of thinking. Then move them to take actions that help your department, division or subsidiary prevail.

Thus, instead of measuring the rather narrow results achieved by the tactical subsets of your public relations program like special events, brochures, broadcast plugs or press releases, you will have discovered the only true measure of public relations: the results of your strategic efforts to alter individual perception among your key outside audiences leading to changed behaviors, helping you achieve your managerial objectives.

Managers: Should Your PR Budget Stress Tactics or Strategy?

If public relations tactics like special events, brochures, broadcast plugs and press releases dominate your answer, you’re missing the best PR has to offer.

Such a budget would tell us that you believe tactics ARE public relations. And that would be too bad, becauseit means you are not effectively planning to alterindividual perception among your key outside audienceswhich then would help you achieve your managerialobjectives.

It would also tell us that, even as a business, non-profit orassociation manager, you’re not planning to do anything positive about the behaviors of those important external audiences of yours that MOST affect your operation. Nor are you preparing to persuade those key outside folks to your way of thinking by helping to move them to take actions that allow your department, division or subsidiary to succeed.

So, it takes more than good intentions for you as a manager to alter individual, key-audience perception leading to changed behaviors. It takes a carefully structured plan dedicated to getting every member of the PR team working towards the same external audience behaviors insuring that the organization’s public relations effort stays sharply focused.

The absence of such a plan is always unfortunate because the right public relations planning really CAN alter individual perception and lead to changed behaviors among key outside audiences.

If this sounds vaguely familiar, try to remember that your PR effort must require more than special events, news releases and talk show tactics if you are to receive the quality public relations results you deserve.

The payoff can materialize faster than you may think in the form of welcome bounces in show room visits; customers beginning to make repeat purchases; capital givers or specifying sources beginning to look your way; membership applications on the rise; the appearance of new proposals for strategic alliances and joint ventures;politicians and legislators beginning to look at you as a key member of the business, non-profit or association communities; prospects actually starting to do business with you; and community leaders begin to seek you out.

It’s always nice to simply hire a survey firm to handle the opinion monitoring/data gathering phase of your effort. But that can cost real money. Luckily, your public relations professionals can often fill that bill because they are already in the perception and behavior business. But satisfy yourself that the PR staff really accepts why it’s SO important to know how your most important outside audiences perceive your operations, products or services. And be doubly certain they believe that perceptions almost always result in behaviors that can help or hurt your operation.

Share your plans with them for monitoring and gathering perceptions by questioning members of your most important outside audiences. Ask questions like these: how much do you know about our organization? Have you had prior contact with us and were you pleased with the interchange? Are you familiar with our services or products and employees? Have you experienced problems with our people or procedures?

But whether it’s your people or a survey firm asking the questions, the objective remains the same: identify untruths, false assumptions, unfounded rumors, inaccuracies, misconceptions and any other negative perception that might translate into hurtful behaviors.

It’s goal-setting time during which you will establish a goal calling for action on the most serious problem areas you uncovered during your key audience perception monitoring. You’ll want to straighten out that dangerous misconception? Correct that gross inaccuracy? Or, stop that potentially painful rumor cold?

Of course, setting your PR goal requires an equally specific strategy that tells you how to get there. Only three strategic options are available to you when it comes to doing something about perception and opinion. Change existing perception, create perception where there may be none, or reinforce it. The wrong strategy pick will taste like onion gravy on your rhubarb pie. So be sure your new strategy fits well with your new public relations goal. You certainly don’t want to select "change" when the facts dictate a strategy of reinforcement.

It’s always time for good writing, but never as now. You must prepare a persuasive message that will help move your key audience to your way of thinking. It must be a carefully-written message targeted directly at your key external audience. Select your very best writer because s/he must come up with really corrective language that is not merely compelling, persuasive and believable, but clear and factual if they are to shift perception/opinion towards your point of view and lead to the behaviors you have in mind.

Here’s where you need the communications tactics certain to carry your message to the attention of your target audience. There are many available. From speeches, facility tours, emails and brochures to consumer briefings, media interviews, newsletters, personal meetings and many others. But be certain that the tactics you pick are known to reach folks just like your audience members.

How you communicate, however, is always a major concern. The credibility of any message is always fragile. Which is why you’ll probably want to unveil your corrective message before smaller meetings and presentations rather than using higher-profile news releases.

When the need for a progress report appears, you’ll want to begin a second perception monitoring session with members of your external audience. You’ll certainly use many of the same questions used in the benchmark session. But now, you will be watchingclosely for signs that the bad news perception is finally moving positively in your direction.

Fortunately, if things slow down, you can always speed things up by adding more communications tactics as well as increasing their frequencies.

Allow the tacticians a free hand in selecting whether this tactic or that tactic should be used as the beast of burden needed to carry your message to your target audience.

You take a broader view of public relations and stress the strategic approach because it requires you as the manager to effectively plan to alter individual perception among your key outside audiences, thus helping you achieve your managerial objectives.

Managers: Let's Call a Spade a Spade

Please feel free to publish this article and resource box in your ezine, newsletter, offline publication or website. A copy would be appreciated at bobkelly@TNI . Word count is 1145 including guidelines and resource box.
Robert A. Kelly © 2005.

Managers: Let’s Call a Spade a Spade!

Brochures, broadcast plugs and press releases – don’t call them public relations. Call them what they really are, valuable tactical devices which public relations calls upon from time to time to move a message from here to there.

Nothing more, nothing less, and certainly not public relations’ Mother strategy which (1), marshalls the resources and action planning needed to alter individual perception leading to changed behaviors among a business, non-profit,or association’s most important outside audiences. And (2), goes on to help a manager persuade those key folks to his or her way of thinking,
then (3) moves them to take actions that allow their department, group, division or subsidiary to succeed.

The management reality behind such an achievement is the underlying premise of public relations: People act on their own perception of the facts before them,
which leads to predictable behaviors about which something can be done. When we create, change or reinforce that opinion by reaching, persuading and
moving-to-desired-action the very people whose behaviors affect the organization the most, the public relations mission is usually accomplished.

The good news for those managers is that the right public relations planning really CAN alter individual perception and lead to changed behaviors among key outside audiences.


You may be such a manager. If you are, try to remember that your PR effort must demand more than special events, news releases and talk show tactics if you are to receive the quality public relations results you deserve.

You’ll be glad you took such a step when capital givers or specifying sources beginning to look your way; customers begin to make repeat purchases; membership applications start to rise; new proposals for strategic alliances and joint ventures start showing up; politicians and legislators begin looking at you as a key member of the business, non-profit or association communities; new (and very ) welcome bounces in show room visits occur; prospects actually start to do business with you; and community leaders begin to seek you out.

Your public relations professionals can be of real use for your new opinion monitoring project because they are already in the perception and behavior business. But be certain that the PR staff really accepts why it’s SO important to know how your most important outside audiences perceive your operations, products or services. Above all, be sure they believe that perceptions almost
always result in behaviors that can help or hurt your operation.

Go over your plans with them for monitoring and gathering perceptions by questioning members of your most important outside audiences. Ask questions like these: how much do you know about our organization? Have you had prior contact with us and were you pleased with the interchange? Are you familiar with our services or products and employees? Have you experienced
problems with our people or procedures?

The cost of using professional survey firms to do the opinion gathering work will be considerably more than using those PR folks of yours, who are already in the
perception business, in that monitoring capacity. But whether it’s your people or a survey firm asking the questions, the objective remains the same: identify
untruths, false assumptions, unfounded rumors, inaccuracies, misconceptions and any other negative perception that might translate into hurtful behaviors.

It’s time to establish a goal calling for action on the most serious problem areas you uncovered during your key audience perception monitoring. Will it be to straighten out that dangerous misconception? Correct that gross inaccuracy? Or, stop that potentially painful rumor cold?

It goes without saying that setting your PR goal requires an equally specific strategy that tells you how to get there. Only three strategic options are
available to you when it comes to doing something about perception and opinion. Change existing perception, create perception where there may be
none, or reinforce it. The wrong strategy pick will taste like pancake syrup on your Finan Haddie, so be sure your new strategy fits well with your new public relations goal. You certainly don’t want to select "change" when the facts dictate a strategy of reinforcement.

Here, good writing comes to the fore. You must prepare a persuasive message that will help move your key audience to your way of thinking. It must be a carefully-written message targeted directly at your key external audience. Select your very best writer because s/he must come up with really corrective language that is not merely compelling, persuasive and believable, but clear
and factual if they are to shift perception/opinion towards your point of view and lead to the behaviors you have in mind.

At this point, you must select the communications tactics most likely to carry your message to the attention of your target audience. There are many
available. From speeches, facility tours, emails and brochures to consumer briefings, media interviews, newsletters, personal meetings and many others.
But be certain that the tactics you pick are known to reach folks just like your audience members.

Since the credibility of any message is fragile and always up for grabs, how you communicate is a concern. Which is why you may wish to unveil your
corrective message before smaller meetings and presentations rather than using higher-profile news releases.

Inevitably, the need for a progress report will cause you to begin a second perception monitoring session with members of your external audience. You’ll
want to use many of the same questions used in the benchmark session. But now, you will be on strict alert for signs that the bad news perception is being altered in your direction.

A source of comfort for you, should program momentum slow, will be the fact that you can always speed things up by adding more communications tactics as well as increasing their frequencies.

Calling tactical devices just that, avoids confusing them with the broader, more comprehensive mission known as public relations. A mission that allows managers of all stripes to alter individual perception in a way that leads to changed behaviors among key outside audiences, thus insuring the success of that manager’s operation.

7 Tips To Become A Star Tv Guest

How one expert made a splash on CNN'S Paula Zahn Now, and how you can, too

Cosmetic surgeon, Dr. Robert Kotler's New York based publicist, made contact with the Paula Zahn Now program on CNN to schedule an appearance. Here's what happened next.

1. Map out the segment with the producer

*I was referred to one of the *bookers* who did a quick screening and then put me in contact with an associate producer. Over several phone conversations, we worked out the subject matter of the 3-4 minute interview.*

NOTE: Once you've passed the *audition* with a booker you're passed to an associate (or other less senior) producer. Often after that first "audition" you must be screened by producers at higher and higher levels. If you're chosen then you begin to create a segment together.

2. Help the producer shape the segment

*The *backbone* of the spot was my recently published book, SECRETS OF A BEVERLY HILLS COSMETIC SURGEON, The Expert's Guide to Safe, Successful Surgery. The associate producer and I had discussed what I consider to be the non-frivolous and important consumer issues of the book, such as how to select a properly trained surgeon and how to be certain that the facility in which the surgery is to be performed is properly credentialed and hence safe. And even the issue of having an anesthesia specialist in the patient's service to assure comfort and safety. Those are the key gems for the consumer-reader-viewer.*

NOTE: Robert choose important issues of concern to Zahn's audience angling his ideas to suit her show. It's up to you to suggest ideas that would make a great segment. Listen to the producer's ideas and don't be shy about gently suggesting alternatives. A pro-active guest who knows his material is prized. Be sensitive though to how attached the producer is to his idea and suggest yours accordingly.

3. Expect the Unexpected

*On the air, the focus of the segment was somewhat different than I had been lead to expect. Paula Zahn, who is as smart, charming, and attractive off camera as on, was a hospitable and engaging interviewer. However, as comfortable as I was made to be, the questioning by Paula got stuck on *which celebrities have had what done.* And, they put up photos of some selected celebs and asked me to comment on them--including ones I had not seen prior.*

NOTE: Always be prepared for the unexpected. This is a frequent tactic of TV shows. If they had told Robert ahead of time what they were planning he may not have agreed to be their expert. Instead they lead him to believe that they would focus on what he considered important issues. To be fair to the show they may have planned to cover what was discussed, but changed their mind at the last minute. Or they may not have had time or didn't feel it was necessary to inform their guest of show changes.

Also, talk show hosts are expert at making you feel comfortable. It's their job to help you be a good guest (relaxed and credible)--as ones who are nervous don't come across well. A typical tactic is to put you at ease and then ask an unexpected question to get a candid response--which often makes for good television. Be ready. You can be candid and still speak to YOUR talking points.

4. Prepare your answers and bridge to them

*While I have had professional coaching on *guesting,* and understood how to redirect the questions, I decided to just *go along* with the trail of questions Paula posed. I could see that this was going to be a *light interview,* not hard news. Not that it was distasteful or unpleasant, but, frankly, it seemed redundant and wasteful of audience time. I felt the public deserves more significant information than yet another review of Joan Rivers' ultra--raised eyebrows or Michael Jackson's nose remnant.

While I did not expect a formal *book review* I felt the viewers would have appreciated knowing how to avoid the bad surgical results that everyone is so familiar with.

As I would have told the viewers, *If presumably smart and wealthy people can have such bad cosmetic surgery, how does the *average citizen* avoid it?* In the end, it was not a particularly informative session--a bit fluffy--and I saw that as an opportunity lost. But, hey, while it says Cable NEWS (italics mine) Network on the door, it is still first and foremost entertainment. Show biz. So, always be cognizant of that, I just rolled with it and enjoyed myself.*

NOTE: The show wanted the sexy celebrity angle, but Robert could have bridged to the information he thought was important with a phrase such as *Mistakes can happen to anyone, including celebrities like Michael Jackson. To prevent these mishaps for yourself you can*...and then he could have delivered the key points he wanted to cover such as the importance of a good anesthesiologist.

5. Follow the host's lead *and* make your points

*Yes, I could have diverted the conversation and tried to say what I thought needed to be said, but one has to weigh the benefit of taking that path and possibly being disfavored by the program and hence not be welcomed back or just going with the flow knowing that just *being there* and having the cover of the book flashed on screen is quite satisfactory for my purposes of promoting the book.*

NOTE: You can satisfy the host and yourself by balancing the information with what the host wants and what you want. If you transition gracefully by taking a few seconds to comment on their question and then a few seconds to focus on your point everyone will be satisfied.

6. Let the host and show promote your product

*Another unanticipated plus of appearing on the program was that during the entire day, the interview segment was promoted heavily and the repetition of my name throughout the day was a bonus that cannot be disregarded. I saw each hourly announcement as a *free advertisement.* I was happy.

Bottom line: Breathing or not breathing, dead or alive, being a guest on a nationally televised interview -- regardless of the quality of the interview--is worthwhile to any author or public figure. And, it is fun and a memorable experience for those of us from outside the media world. The producers liked the segment and, after all, it is their show.*

NOTE: Often times guests are overly promotional in an effort to make the most of their on-air time. You won't be invited back if you plug yourself or your product obviously. Find out ahead of time how your product will be positioned on the show. Let the host do the promoting. Your job is to give great information about the product, service or cause that incites your audience to take action.

BEFORE the show, and at the time your booking is confirmed, ask that your website, 800# etc. be displayed on the screen (this is called a chyron). Realize though, that some shows have policies not to do this. Ask also how your product will be positioned on the show. Always bring your product with you in the event they've lost the one you sent. This will insure that your product will get the publicity that you want. Better yet, if you can create interactive scenes that involve your product that are entertaining and witty you will be a hero.

7. Enjoy the recognition and propose a new segment

*Finally, and probably most importantly, my 87 year old parents thought I *looked very good on TV.* They liked my suit and tie selection. So, everyone was happy!*

NOTE: Make your parents proud. The kind of exposure you receive on national shows is invaluable for credibility -- with your parents, competition, clients, and other national shows. And you can increase your recognition by calling up other talk shows and suggesting a different angle of the topic you just covered. Also, while you're in studio propose another segment with a totally new angle. The time to pitch a segment is right then when everyone is happy with your appearance. Try and get a committed date on the spot.

3 Ways To Become A Media Bimbo

Bimboism is rampant in today's media climate where those who do get their fifteen minutes of fame squander it with empty words and idiotic antics. Think about how much of YOUR time is wasted when you watch TV, listen to the radio or read newspapers or magazines. How long do you stay with a story if it's not pertinent to your interests or if the interviewee is dull? With so much competition for your attention it's easy to move on to the next best thing.

If you don't want to become the next bimbo and instead touch the hearts and the minds of the nation, here are three things to avoid.

1. Give a fatty bone.

The quickest way to lose interest is to ramble. When you can't make your point succinctly your audience tunes out-literally. They change the channel or they shift their attention. To keep your audience jazzed respect their time by getting to the point of what they want to know. Give them value every second you're speaking. Shave off any unnecessary fat and get to the bone, the real core of what you have to give.

2. Be professorial.

In my experience people who have the highest degrees are the biggest bores. They speak with the jargon of their industry or training using long sentences and obscure ideas. Simplifying is the key to communication. One of my favorite clients, syndicated technology columnist and national correspondent for KCBS news Larry Magid, is an exception. He can take the most complicated ideas and turn them into a Zen garden. He puts each word stone in the right place at the right time to create order, simplicity and understanding. Follow Larry's path to your own garden by taking the big idea down to its roots. Refuse to be high fallutin' by making your knowledge inaccessible to the masses.

3. Praise the Lord.

Preaching will set people hellbent against you. I don't know about you but when someone tells me what to do I automatically rebel. Whenever you're attached to an idea and try to push it on someone it's natural to resist. When you have an agenda people sense it. If you're unattached to the outcome your audience will be more receptive to you and your ideas. Allow them to make their own choices based on the information you impart. Tempt them with heavenly insights and offers.