Attracting Favorable Media Attention

Today, the rules of doing business have become more sophisticated and complex. The pitfalls and bumps in the road that publicly traded companies have always encountered are no longer shallow, but have deepened into gaping holes that can derail a company, unless they proceed with great caution. The media and the public are understandably skeptical, holding up a magnifying glass for possible ulterior motives or “hidden truths,” such as falsified financial reports.
Today there are also more activists who are vocal in opposing company expansions or weigh in publicly on specific projects. These opponents may or may not have all the facts, but there is no doubt that in many cases misinformation abounds. The discussion here focuses on how you can avoid these pitfalls and position your company as trustworthy. The key words in this regard: honesty and commitment.
Motivational speaker Stephen Covey, in his bestseller, The Seven Habits of Highly Effective People, said that in order to be highly effective one must
- Be Proactive.
- Begin with the end in mind.
- Put first things first.
- Think win-win.
- Seek first to understand . . . then to be understood.
- Synergize.
- Sharpen the saw.
I especially recommend you keep Covey’s Habit Number 5 in mind.
The requirements for success in today’s environment are pure and simple: deliver more information in a timelier manner, and make it candid, with no surprises.
The travesties that unfolded at a number of large cap companies, most notably Enron, Adelphia, Global Crossing and WorldCom, have been shocking and disheartening, to put it mildly. Not only did these companies fail to communicate effectively, they also failed to communicate the real corporate story, period. In so doing, they deliberately defrauded their investors and the public.
Shareholders worldwide have been rocked by such disclosures. It is a bitter pill for all of us to swallow—that management at these brand-name companies could be so downright dishonest. Yet the facts speak for themselves. These incidents of nondisclosure and poor corporate governance wiped out close to seven trillion dollars of market value almost overnight.
Every publicly traded company, regardless of sector, has been adversely affected by this debacle, and every sensible investor is now rightly questioning every public statement made by corporate management at every public company.
A survey of juror attitudes by jury research firm DecisionQuest, and the nonprofit Minority Corporate Counsel Association, showed the following:
- 76% of 1,000 respondents said they were “angry” at corporate America.
- 63% have developed a lower opinion of corporations.
- 76% believe that the way senior executives of large corporations are paid promotes corporate corruption.
- 78% believe many companies destroy documents to conceal evidence of wrongdoings.
The good news is that companies that institute good governance and high quality communications practices will be able to create superior corporate value. This is especially true in this skeptical climate. Today it is absolutely necessary—in fact mandatory—to be open and accountable to shareholders about what is happening in the boardroom and the company overall.
Building Trust
These days, as the media and the public look at corporations with a jaundiced eye, being forthright and direct is priceless.
Certain issues faced by corporate management may involve confronting heated public emotions. These issues generally revolve around the health and safety of the population-at-large; children; the concerns of any large socioeconomic group; property values; and such quality of life issues as freedom from fear, peace of mind, and freedom from conflict.
All of the above are likely to generate emotional debate. If your company is working in an area that involves any sensitive issues such as these, remember that the best defense is a good offense. Don’t wait for problems to arise. Be prepared.
Management must ask the questions, anticipate and preempt criticisms and competitive points of view, and constantly address the core value concerns of the community.
This is universal. Whatever the language, the culture or the country, your company’s relationship with the public must always be based on trust, forthrightness and open dialogue.
Order a copy of Dian's book, Uncapped from Amazon.com.
View the “How to” excerpts from both of Dian Griesel’s books Capitalization Success and The 101 Platinum-Plus Rules of Media Engagement.
If you would like more information on this topic, or a copy of one of Dian's books, contact us.
About the Author

Dian Griesel, Ph.D.
Founder and CEO of The Investor Relations Group
Author, Entrepreneur, PR & IR Expert
Dian has over 30 years of business experience from owning and growing companies in the health, marketing, investor and public relations, professional writing and sponsorship sectors. In addition to being the Founder and CEO of The Investor Relations Group, she's also the Dean of The Business School of Happiness. You can contact her via Twitter, Facebook, and/or by email.







