THE
PRESS OFFICE AT WORK
• Thinking
Long Term and Short
Term
• Dividing
Up the Work
• Day-to-Day
Activities of the Press
Office
• Putting
Workers Where the Work
Is
• The
Need for Coordination
5
BEST TIPS: |
The
Press Office
at Work
• Have
someone to
think long
term. Media
efforts should
not be just
short term
and deal only
with crises.
• Have
daily meetings
both with the
press staff
and with ministry
senior staff
so that all
are on board
with the media
message.
• To
avoid surprises,
coordinate
with other
departments
and ministries.
• Keep
media monitoring
manageable.
Clip and copy.
Don't just
summarize the
news. Weekly
or monthly
analysts can
check trends.
• Make
the press agenda
yours, not
just the media's.
Filter your
phone calls,
but call back
promptly with
a well-thought-out
answer.
|
|
In the United States,
while the myriad government
press offices may be
structured differently,
they all have two identical
duties. They deal with
the press, and they
keep their government
colleagues informed
on press interests.
Some handle only press
relations; others manage
all communications,
such as publications,
speeches, even legislative
affairs.
Press offices are
staffed in various
ways. Many have the
structure of a newspaper
office. If the office
has limited staff,
as with a small newspaper
or news bureau, the
division of labor is
informal, and most
of the employees are
generalists. If it
is larger, as with
a larger news bureau,
there may be several
press officers, and
each may have a "beat" or
subject assignment.
Other offices are arranged
by media specialty,
with some press officers
handling only print
media and others managing
only TV and radio.
The size of the staff
also depends on the
number of reporters
with whom the office
has to deal and the
duties of the office — for
example, does it handle
just press or both
press relations and
speechwriting?
Thinking
Long Term and Short
Term
There is a reactive
approach to news, and
there is a proactive
approach. One entails
thinking short term
and dealing with daily
crises and breaking
news. The other requires
thinking long term
and strategizing about
the future. A good
government press office
performs both functions.
Often, the reactive
and proactive jobs
occur in the same office,
and if large enough
are performed by two
different people.
"You can't do
the day-to-day spokesman
work and provide the
more strategic advice
and counsel, think
through the policy,
think through the message,
recommend ways to deliver
the message," Karen
P. Hughes, counselor
to President George
W. Bush for communications
and speechwriting told
the Washington Post.
It is difficult to
think long term when
you also must think
short term. The daily
crises always overtake
the in-the-future scheme.
Because of the urgency
of a crisis, the future
plan often gets put
off and then never
happens. That is why
in high-visibility,
fast-paced offices,
usually one person
thinks short term — daily
press — and one
long term — strategic
message planning for
the future.
"If you are always
reacting to questions,
you most likely are
not advancing your
best arguments," says
former White House
spokesperson Mike McCurry. "You
must have a proactive
plan to deliver your
message to the citizens,
and you must communicate
your message relentlessly.
"In the White
House, the job of delivering
the news is different
from the job of packaging
the news, and that
is why we had a press
secretary and a communications
director," says
McCurry. "You
need to have people
who craft the message,
prepare the best arguments
to put forward, and
you need people who
can deliver those messages
over and over on a
daily basis. The first
job is that of the
communications director,
and the second is that
of the press secretary.
It is similar in business
to having one person
develop the product
and one sell it."
During the administration
of President George
Bush (1989-1993), Press
Secretary Marlin Fitzwater
handled both the long-term
and short-term jobs
for nine months. He
says that he found
it to be an impossible
task.
"As press secretary,
you are involved in
acute problems always
on a daily news basis," Fitzwater
says. "You have
to get immediate answers
to immediate problems,
and you don't have
time to focus on long-term
strategies. Even if
you get the time, it
is hard to reorient
your mind to think
where you want to be
in two months."
Additionally, he says,
the press views the
press secretary differently
when the two roles
are combined. "They
see the communications
director as a propagandist
making up the themes
of the day, creating
the lines, and the
press interprets that
role as being one of
less than candor." But
being known for honesty
and integrity is crucial
to a press secretary's
reputation and effectiveness,
he says. "You
are compromised if
you do both jobs."
For best coordination,
the two roles are often
housed within the same
office. Typical duties
of the communications
director (the long-term
thinker) include strategizing,
planning messages and
themes, writing up
a master schedule,
monitoring cabinet
departments on their
upcoming press announcements,
coordinating messages
with them, planning
out-of-town trips,
supervising speech
writing, and supervising
research. Sometimes,
he or she also monitors
the news clipping office
and handles communications
with out-of-town media.
In contrast, the job
of the press secretary
(the short-term thinker)
includes handling press
questions on a daily
basis, initiating media
contacts, talking to
the press, and managing
the news operation,
from preparing press
releases and fact sheets
to arranging press
conferences and interviews
with government officials.
Sometimes the communications
director runs the office,
and the press secretary
reports to him or her.
In the office of former
Governor Christine
Todd Whitman of New
Jersey, the communications
director was in charge.
He occasionally handled
press questions if
he knew a reporter
well or if the topic
was of particular interest
to him. He rarely traveled
with the governor.
The press secretary,
who reported to the
communications director,
and her staff handled
all media questions,
spoke "on the
record," and traveled
with the governor.
The press secretary,
like the communications
director, had direct
access to the governor.
Each kept the other
informed when he or
she took on a media
issue.
Sometimes the press
secretary runs the
office, and the communications
director reports to
him or her. At the
White House, the jobs
of press secretary
and communications
director often have
been split into two
offices. The press
secretary handles the
daily press operation.
The communications
director manages long-range
strategy, speech writing,
and, often, out-of-town
media. They have numerous
meetings and coordinate
their efforts and the
overall administration
message not only between
themselves but together
with the other senior
executives in the White
House.
"It works well
when there is coordination
between the two factors,
when you are involved
in each other's organization,
and when both teams
know what the other
is doing," says
Marlin Fitzwater. To
accomplish this coordination,
Fitzwater included
a communications officer
in all of his meetings
and had a press person
from his office attend
communications office
meetings.
A second crucial element,
he says, is having
personal compatibility
between the two offices. "If
either — the
personal relationship
or the organizational
relationship — is
missing, then you will
have failure."
Dividing
Up the Work
Working together is
crucial. In one important
ministry in a new government,
communications duties
are split among several
offices. The spokesperson
to the minister has
no staff, not even
a secretary, does his
own faxing, answers
his own phone, and
speaks on behalf of
the minister and, therefore,
the ministry. The press
office is a separate
operation with its
own director reporting
to a deputy minister.
Its staff of 12 handles
research, press clippings,
logistics, and out-of-town
press inquiries. A
third communications
office, with a staff
of three, does long-range
communications and
reports to a third
deputy minister. The
spokesperson, the director
of press, and the communications
manager meet infrequently,
and their staffs never
do.
The chief of staff
to the minister defends
the arrangement because
it means the minister's
spokesperson can focus
on the minister and
not be burdened with
administrative work.
However, the spokesperson
admits he feels overwhelmed
and sometimes has a
hard time getting information.
Wouldn't it be better
coordinated if the
ministry's message
were spoken in one
focused voice, synchronized
by the spokesperson
to the minister? The
spokesperson could
still be spokesperson
and have the press
operation and the long-range
communications function
report to him. He could
hire an administrative
manager to handle the
paperwork.
Day-to-Day
Activities of the
Press Office
Meetings: Frequent
meetings may sometimes
seem to fill a day,
leaving time for little
else, but they can
be essential to a smoothly
operating system. Their
goals are the sharing
of information, anticipation
of news, and the preparation
to handle it. In the
United States, regular
meetings between a
spokesperson and government
colleagues who are
not in press relations,
and between the spokesperson
and the government
press staff, usually
occur daily, often
several times a day.
Many U.S. federal
offices begin their
days with early morning
meetings of senior
staff, including the
spokesperson. Typically
the meetings last about
30 to 45 minutes, with
the senior staff member
talking about the principal
concerns of the day — the
government official's
top issues, schedule,
and meetings, for example.
Each staff member might
then briefly discus
upcoming issues, such
as legislation, press
interviews, budget
questions, and newsworthy
topics. The press secretary
should provide information
about press coverage
that morning, what
breaking news might
affect the government
official, and the message
of the day, week, or
month.
Following this meeting,
the spokesperson typically
holds a second meeting
with the press relations
staff to debrief them
on the critical issues
of the day. This meeting
follows the format
of the senior staff
meeting, with each
member of the press
staff commenting about
what they are working
on, reviewing the government
official's schedule,
and discussing media
messages and topics
that might be raised
by reporters that day.
The press secretary
makes assignments,
and the staff delegates
questions to various
cabinet offices for
response. During the
day, the staff may
make up a briefing
or issues book with
government policies
or positions on current,
important topics. The
press spokesperson
can refer to this while
preparing for a daily
press briefing.
At the White House,
the press secretary
usually includes the
press officials to
the first lady and
the vice president
in press staff meetings.
Additionally, the press
secretary or deputy
press secretary has
a daily phone call
with his or her counterparts
in the Departments
of State and Defense
and the Office of National
Security Affairs to
formulate a single
message on foreign
affairs issues. Top
officials may have
a weekly meeting to
discuss politics and
planning and how they
relate to communications.
The group looks at
how event opportunities
could be used to reinforce
the president's agenda.
Large departments with
many regional offices
and many bureaus under
them do the same thing.
At the U.S. Department
of Labor, for instance,
the spokesperson usually
has a conference call
every two weeks with
the directors of information
in its 10 regions to
cover current and upcoming
media issues.
The press offices
of many U.S. state
governors are similar.
The gubernatorial spokesperson
may participate in
a daily morning staff
meeting with senior
staff that the governor
might attend or to
which he or she might
phone in to discuss
the morning's press
and events for the
day. In some smaller
states, the meetings
might be held more
infrequently, such
as weekly. Many press
spokespersons to governors
also routinely have
meetings with the press
secretaries for the
various state departments
and agencies.
One newly elected
government official
chose his campaign
press secretary to
be his spokesperson.
Although the spokesperson
had known the goal
of the campaign — to
win — since they
had taken office he
rarely had discussed
the "current
message" or theme
with the government
official. The focus
was on getting measures
passed. There were
no meetings between
the elected official
and his press secretary
and his senior staff
to articulate and amend
goals and assess progress.
The spokesperson was
left on his own to
talk to the press. "How
do you decide on your
own what the message
is?" the spokesperson
asked.
Press
clipping and news
monitoring: Government
press offices usually
do some kind of
daily - and often
twice a day — press
clipping or news
monitoring to inform
their bosses and
staff about happenings
that could have
an impact on their
operations. In
the United States,
the press offices
of most governors
and federal agencies
include staff who
read, clip, duplicate,
and circulate news
stories to top
officials, and
might also prepare
a compilation of
television stories.
Typically, the
clippings are a
composite of the
most important
stories — good
and bad — followed
by less important
ones. Other press
offices also subscribe
to clipping services,
which are private
companies that
track articles,
often in smaller
or regional publications.
The White House summarizes
as well as compiles
news clippings, but
many government agencies
only do a compilation.
In putting together
a daily clipping or
press monitor package,
the first priority
of the press spokesperson's
office usually is tracking
the news rather than
summarizing it. Often,
making copies of the
most important articles — positive
and negative — is
enough. Rewriting a
news article, no matter
how brief, can consume
much staff time.
In one new government,
the most senior staff
in a press office daily
clipped, pasted, and
summarized articles
from newspapers and
magazines for the dozen
top senior staff. Although
80 percent of the news
came from television,
there was no monitoring
of TV as it was felt
to be too expensive.
The staff also compiled
a monthly summary of
news coverage. Might
it have been more effective
if the staff had:
- Clipped and copied
stories only?
- Distributed these
to more staff?
- Used equipment
from the department's
TV studio to monitor
television news?
- Stopped analyzing
the news and hired
a private agency
to do this monthly
or quarterly?
- Moved senior staff,
who were monitoring
the news, into the
press relations department
to work with the
mainstream media?
- Had junior staff
cut and copy newspapers?
Phone
calls: In
the United States,
the press offices
of the White House
and the top-level
departments have
a duty officer
system so that
a press officer
is available most
hours, including
evenings and weekends,
to answer questions
from the media.
A duty officer
system enables
press offices to
operate in the
24-hour-a-day news
cycle; because
it is often staffed
by junior press
officials, the
main press secretary
gets a break.
Sometimes, when they
are working on a big
story, spokespersons
give their cell or
home phone numbers
to the media - often
getting the media representative's
number in exchange — so
questions can be answered
after hours. If a press
official has been working
with a reporter on
a story, this would
preclude bringing in
a new spokesperson
who may be less knowledgeable
about the subject. "I
would rather have a
reporter call me at
home and get accurate
and thorough information,
as opposed to getting
a sloppy story because
the on-duty spokesperson
wasn't as familiar
with the information," says
a public affairs officer
with a U.S. military
organization.
Exchanging after-hours
phone numbers or having
a staff person on call
after work hours is
especially important
in countries with several
time zones.
In some emerging democracies,
government spokespersons
contend that giving
out their cell phone
numbers means being
accessible to the press,
but this is not necessarily
true.
Having reporters call
you on your cell phone
eliminates the "filter" of
a secretary or aide
answering the phone,
finding out who is
calling, and determining
the subject of the
call. And it puts the
spokesperson at the
mercy of the press
when he or she might
not be prepared. Having
an aide screen the
call allows the press
officer to be prepared.
Also, having an aide
answer the initial
call means that someone
is always able to take
the media's questions,
and it allows the spokesperson
to answer the most
important call first
and be ready with an
informed response when
doing so.
It is essential, however,
that a spokesperson
call back a reporter
promptly. And it is
important that a spokesperson
keep the cell phone
switched on. Otherwise,
the press will go elsewhere
for information.
"Spokespeople
should always be available," says
Juleanna Glover, press
secretary to Vice President
Dick Cheney. "Giving
out cell phone numbers
wholesale is not advisable,
but staff answering
phones should always
feel they can transfer
a reporter to your
phone once that reporter
has called on a landline."
In one European state,
the press secretary
to a foreign minister
was not aware that
Yugoslavia's Slobodan
Milosevic had been
charged with war crimes
by the International
War Crimes Tribunal
at The Hague when a
reporter called him
directly on his cell
phone requesting a
statement. Because
the press secretary
did not know about
the war crimes charges, "I
appeared totally stupid," he
admitted later.
"You don't have
to answer a question
immediately," says
Joni Inman of the National
Association of Government
Communicators. "You
have a right not to
be ambushed. It is
better to get back
to a reporter than
to misspeak." Adds
Sheila Tate, former
spokesperson for First
Lady Nancy Reagan, "You
can say 'you caught
me at a bad time. What
is your deadline? Let
me get back to you.' "
Putting
Workers Where the
Work Is
Sometimes, handling
media problems effectively
does not mean spending
more money, hiring
more staff, or buying
more equipment. It
just means shifting
resources.
On paper, the media
office in a ministry
had an enormous communications
staff. But the number
of staff dealing with
the press was miniscule.
Most of the employees
worked on ministerial
weekly or monthly publications
that were for sale.
Ministry officials
felt that this was
the best way to communicate
directly with citizens.
Once, after the fall
of a previous communist
regime, the publications
had filled a void for
news, but this was
no longer the case.
Plummeting sales to
the public meant that
the ministry's newspapers
and magazines had become,
in essence, employee
publications.
Television dominated
the country's news.
Yet the ministry not
only did not monitor
television news, but
it had no one to deal
with TV reporters.
The ministry's small
press staff had no
access to the Internet
or e-mail and had one
computer that was for
word processing only.
The bulk of the personnel
and equipment were
in the publications
and TV production sections
of the ministry.
The spokespersons
in the press section
felt overwhelmed with
the number of media
inquiries, and reporters
complained about getting
little information
and having a slow response
from the press unit.
The ministry would
have been well served
to shift its resources — people
and equipment — to
where its citizens
got their news: independent
television and print
media.
The
Need for Coordination
Any successful public
relations effort depends
heavily on coordination
with other departments
within your agency,
with staff in your
agency, and with departments
outside your agency.
"It is really
important that everyone
within an organization
understand its priorities
and mission so that
they reflect the same
agenda," says
Susan King, former
assistant secretary
for public affairs
at the U.S. Departments
of Labor and of Housing
and Urban Development. "That
does not mean speaking
in lockstep, but if
people don't understand
the mission and priorities,
they will not speak
to the public in a
coordinated way, and
the organization will
be diminished as an
effective force."
Why is coordination
important? For one,
it ensures that a program
will get off to a good
start. Former White
House press secretary
Marlin Fitzwater asked
the communications
directors of each cabinet
department to report
all announcements they
felt could make front
page news. He did it
with the idea that
the president could
announce some of each
department's major
news and that he would
know about any controversial
news before it happened.
Second, someone in
another ministry or
department could be
working on the same
program or issue and
could be at cross-purposes.
The press could rightly
ask: If a governmental
leader can't keep two
ministries on the same
track on the same issue,
and if two ministries
can't work together,
just how good a leader
or minister is he or
she?
Third, even when two
government officials
agree on an issue,
combining their efforts
will make a message
stronger.
Fourth, you might
be surprised and embarrassed
if others' efforts
are publicized by the
press and you don't
know about it. In one
instance, a cabinet
official announced
a major initiative
without clearing it
with the White House.
While the policy announcement
received much media
attention, its reversal
by the president received
even more. The cabinet
official was left embarrassed
and was portrayed as
having been undermined
in the press.
Finally, just exchanging
the calendars of government
officials is not enough.
The press and public
affairs offices should
coordinate their plans
as well. When government
agencies schedule major
press conferences at
the same time, journalists
have complained loudly. "Which
press conference are
we supposed to pick?" one
reporter complained
to a spokesperson. "Don't
make our job so hard."
The U.S. military,
by contrast, emphasizes
message coordination.
Daily, near the conclusion
of the work day, U.S.
Navy public affairs
offices around in the
world e-mail to the
Navy's central public
affairs office in Washington
a rundown of major
media inquiries and
newsworthy events for
that day. The central
office summarizes the
major inquiries and
issues, and e-mails
this back to the public
affairs offices. The
spokespersons contact
each other on common
issues and coordinate
their answers.
"This prevents
the press from 'double
teaming' by going to
various parts of the
Navy and trying to
get us to say different
things," says
one spokesperson. "Very
often I have found
the same reporter called
a colleague in a different
city with similar questions.
Knowing about all the
major press activity
allows me and my colleagues
to coordinate our answers
so we don't appear
in conflict, and it
helps us understand
what angle a reporter
may really be taking
in a story."
Officials in many
coalition governments
complain that coordination
is impossible because
there are representatives
of widely different
political parties in
key positions throughout
a government. This
hurdle does not belie
the fact that coordination
is just as essential
in a coalition government
as it is in a winner-take-all
election.