Keywords
Citation
Mann, S. (2003), "John Clare’s Guide to Media Handling", Leadership & Organization Development Journal, Vol. 24 No. 7, pp. 419-419. https://doi.org/10.1108/01437730310498631
Publisher
:Emerald Group Publishing Limited
Copyright © 2003, MCB UP Limited
“Reputation is a primary corporate asset.” So says John Clare, former ITN and Daily Mail journalist, in his Guide to Media Handling reputation is a main asset (which few would argue against), then its construction, maintenance and defence is an area worthy of major input at senior level. The media is an integral part of this process, says Clare, since it is, he claims, “the most important influence on how businesses are perceived”.
This Guide to Media Handling aims to show the reader what needs to be done to achieve media success, what tools are needed, how the journalist works and to give a rare insight into the journalist’s mindset. He does this with eight chapters, which include separate chapters devoted to various forms of media – television, newspapers and radio. Interestingly, the Web is mentioned only as an afterthought in the Appendix, while other media such as magazines are barely mentioned. This, I feel, makes the book more suitable as a reactive tool rather than a proactive one, since the media discussed are the ones with the shortest shelf‐lives and the quickest reaction times. The book takes on slightly more of a role of crisis management then, than impression management, although the latter is certainly covered. Clare does show how to use the different media appropriately by tailoring stories to suit the different formats.
A particularly useful “overview” section for me is in the first chapter where the newsmaking process is discussed. Clare explains that in order to be newsworthy, several criteria must be satisfied in relation to the story’s relevance, importance, topicality and interest to the audience. Stories that are unusual or different, new or first, are likely to grab interest. I think that this chapter is essential reading for anyone involved in corporate media relations – even those who are not novices, since it is so easy to be egocentrically bound to your own story that you lose sight of the wider picture. The chapter ends by advising on pitching the story to the journalist (three main tips – be brief, be positive and be pointed).
The next chapter, on “The journalist’s role”, is a rather self‐indulgent foray into the life of a journalist. It has to be said, however, that it makes interesting reading and understanding what makes journalists tick can only help. The three chapters that follow are devoted to television, newspaper and radio and cover everything from coping while under the spotlight (especially when it’s live!) to the thorny subject of soundbites (which to be effective should be short, memorable and sum up a more complicated position).
Public relations and PR agencies are discussed next followed by a chapter on crisis and issues management. The final chapter ends with a summary of the most important steps to media handling; be confident, be clear about your motives, don’t take things personally, prepare and practise and get your key messages across as often as possible.
Overall, this is an essential book for anyone starting out in corporate communications, PR departments or anyone expecting to deal with the media for the first time. In addition, every CEO or senior manager should read this since it is very useful to have these insights at your fingertips; you never know when a crisis (or indeed, something very positive) can force you into the media spotlight.