THE
JOB OF A PRESS
OFFICER
• Roles
of the
Press Spokesperson
• Establishing
the Press
Officer Job
• Authority
and Coordination
• Relationships
With Other
Press Offices
• A
Credible
Spokesperson
To be an effective
spokesperson,
the chief press
officer or press
secretary should
have a close
relationship,
one of mutual
respect, with
the government
official for
whom he or she
works, whether
prime minister,
president, minister,
or agency head.
The spokesperson
should be familiar
with the official's
beliefs and should
have direct access
to him or her.
The spokesperson
should be able
to walk into
meetings and
interrupt the
official with
pressing news
without going
through a scheduler
or other aide.
While this flexibility
can disturb an
orderly schedule,
it results in
a government
that can respond
quickly to media
issues.
The press
officer also
should have
a role in decision-making
so that those
formulating
policy will
understand
the public
relations ramifications
of proposed
actions. If,
as spokesperson,
the press officer
has not participated
in developing
policy, he
or she will
have difficulty
understanding
the context
of the policies
and explaining
it to the media.
"It is
very important
to have the
communicator
as part of
the strategy
team," says
the NAGC's
Joni Inman. "If
a government
official is
planning on
taking an action,
you need to
know how it
will be perceived.
It is better
to have the
communicator
at the table,
engaged in
the discussion
in the early
formative stages,
than to have
to play catch
up or be blindsided
by negative
public reaction
because the
communicator,
the person
with the sense
of public sentiments,
wasn't there."
Roles
of the
Press Spokesperson
According
to presidential
scholar Stephen
Hess, on the
federal level
in the United
States, responding
to press questions
takes up 50
percent of
a typical press
spokesperson's
time, keeping
informed and
working on
agency business
25 percent,
and initiating
materials and
events 25 percent.
But a closer
look at these
functions suggests
that a press
officer's job
can be broken
down into many
roles:
- Serving
as the
government
spokesperson
who conducts
regular
or special
briefings.
- Managing
the day-to-day
activities
of the press
office.
Assisting
in developing
government
policies
and in developing
strategies
to convey
them to the
media and
the public.
- Planning
and managing
media campaigns
to put out
a consistent
long-term
message.
- Handling
press inquiries.
- Setting
up interviews
and briefings
for the press
with government
officials.
- Advising
government
officials
and staff
on press
relations
and potential
media reaction
to proposed
policies.
- Overseeing
speech writing,
or at least
reviewing
speeches
and their
messages.
- Staging
events such
as news conferences.
- Preparing
news releases,
fact sheets,
and other
materials.
- Serving
as a liaison
with or supervisor
of other
government
press offices.
- Arranging
transportation
and hotel
accommodations
for the traveling
press.
- Issuing
press credentials.
- Supervising
agency publications
internally
and externally.
- Evaluating,
after the
fact, whether
an event
had its wanted
effect and
determining
how to do
better next
time.
Establishing
the Press
Officer
Job
In establishing
the position
of spokesperson,
the first responsibility
lies with the
government
official whom
he or she will
represent.
That official
must determine
with the spokesperson
how the press
office will
be organized
and what its
responsibilities
will be. In
doing this,
the official
has to make
three key decisions:
- How available
does he
or she
wish to
be to the
press?
- What will
be the spokesperson's
relationship
with the
rest of the
official's
staff?
- What will
be the relationship
between the
press department
and other
ministries
and departments?
This is especially
critical
if the official
is head of
the government
or of a ministry
with subsections.
The government
official also
has to consider
more detailed
issues:
- How often
will he
or she
be interviewed?
- How often
will he or
she conduct
press conferences?
- May the
spokesperson
speak on
his/her behalf?
Or will only
the government
official
do press
briefings?
In the best
of circumstances,
the government
official is
readily accessible
to the press,
does frequent
press conferences,
and also has
a spokesperson
who can speak
on his or her
behalf. At
the White House,
for example,
the press secretary
holds a daily
televised press
briefing but
steps aside
when the president
appears to
address the
press in person.
"To make
the job work,
the press secretary
has to be accessible
to the press,
has to be well
informed, and
has to believe
in the press's
function in
a democracy," says
Dee Dee Myers,
former press
secretary to
President Bill
Clinton. "You
can't have
a democracy
without a free
press, and
even though
the press can
seem intrusive
at times, it
is essential.
A press secretary
needs to understand
the mission
of the press
and work with
it."
Authority
and Coordination
The authority
the press officer
has with the
rest of the
government
official's
top staff is
also important.
Among the issues
are:
- Is the
press officer
the initial
point of
contact
with the
press,
and does
he or she
have authority
over the
staff's
relationships
with the
press?
- Are other
offices authorized
to answer
questions,
other than
routine queries,
without first
consulting
with the
press office?
For example,
if a reporter
calls the
scheduling
office with
a simple
scheduling
question,
such as the
time of an
event, should
it be routed
to the press
office or
can the scheduler
answer it?
- Who needs
to review
the press
office's
news releases,
speeches,
and policy
statements?
- Must other
top-level
staff, such
as the chief
of staff
for the office,
have sign-off
authority
on these
public statements?
- Will the
spokesperson
have access
to the top-level
staff in
the office?
In one recent
case, a novice
U.S. state
governor created
chaos by ignoring
the need for
coordination
in his office.
His chief of
staff would
give one message
on the governor's
goals to the
press, the
chief of policy
another, and
the press secretary
yet a third.
The media reported
on the resulting
chaos, and
the governor's
public approval
ratings dropped
precipitously.
It was only
when the press
operation became
integrated
with the rest
of the staff
that a coherent
message developed,
press coverage
improved, and
the public
began to support
the governor's
programs.
"Without
coordination,
the job can't
get done well," says
Susan King,
former assistant
secretary for
public affairs
for the U.S.
Departments
of Labor and
of Housing
and Urban Development.
What will happen
without it,
King predicts, "is
that a staff
person will
say, I represent
my boss — a
subsection
head — and
not the head
of the organization.
Everyone down
the line has
to feel they
speak for the
biggest boss,
or there will
be tension."
It is best
when the press
secretary coordinates
all interaction
the staff has
with the media.
At a minimum,
a press secretary
needs to know
as soon as
possible whether
or not a staff
member has
had any interaction
with the press
and what topics
were discussed.
If there are
no clear procedures,
an administration
could respond
with contradictory
information,
and the public
would be left
confused and
ultimately
mistrusting
of the government.
For a government
official and
his or her
press office,
the rule should
be: no surprises.
Or at least
as few as possible.
The "no
surprises" rule
is also of
crucial importance
in the relationship
between the
central government
office and
government
departments,
as well as
between a ministry
and its subsections.
It is important
to determine
how cabinet-level
activities
fit into the
overall government
media relations
program and
what role the
spokesperson
plays. Much
of the agenda
of a government
is carried out
through cabinet
offices and
ministries,
and ideally
there is coordination
among them.
A key issue
is the degree
of control
a central government
official wants
and can maintain
over the public
information
efforts of
cabinet-level
agencies. The
issue is the
same for a
ministry's
direction over
its subsections.
Coordination
is key in most
U.S. government
press offices.
In the U.S.
Department
of the Treasury,
for example,
the central
public affairs
office of the
Secretary of
the Treasury
has a weekly
telephone conference
call with the
public affairs
offices of
its bureaus
by subject
matter. One
call covers
law enforcement
and involves
the five U.S.
Treasury enforcement
bureaus; the
second weekly
call involves
the Treasury's
domestic finance
bureaus.
Through these
calls, the
Treasury Department's
central public
affairs office
can coordinate
and monitor
the key communications
issues that
will come up
during the
coming weeks.
The department
also has a
rapid response
system in place
so that its
bureaus' public
affairs offices
can alert the
central public
affairs office
when a controversial
issue arises.
If an issue
is political
in nature,
a Treasury
bureau staffed
by career public
affairs officers
would alert
the Treasury
Secretary's
public affairs
office, which
is staffed
by political
appointees,
for response.
Relationships
With Other
Press Offices
Among the
issues to consider
when setting
up a central
press office
are:
- What
will the
relationship
between
the main
press office
and any
subordinate
public
information
offices
be?
- How will
information
move between
them? Will
they have
weekly conference
calls or
meetings?
Will they
routinely
share schedules
of their
upcoming
events?
- Should
the overall
press secretary
have authority
that extends
to cabinet-level
agencies?
- Who will
hire the
spokespersons
in the ministries
and agencies?
Will it be
the top government
press official
or each agency
head? If
the central
press office
does the
hiring, the
top government
spokesperson
has control
over the
messages
delivered,
but this
can prove
very awkward
for the head
of a ministry.
In the best
of circumstances,
there is
cooperation
and coordination.
In these
cases, the
agency press
secretaries
coordinate
their efforts
with the
central spokesperson
but have
the authority
to plan and
execute events
in their
own areas.
- What news
will the
top government
official
announce
on behalf
of cabinet
offices?
- How do
the subordinate
offices fit
into the
overall media
strategy?
- What materials,
such as press
releases,
interviews,
and speaking
engagements,
need to be
cleared by
the central
government
press office
before being
distributed,
and how is
the review
done?
- What upcoming
events or
situations
might impede
the message
a government
official
wants to
send out?
What procedures
have been
set up to
get information
from the
other agencies
and ministries?
Sharing schedules
among departments,
having regular
meetings
to discuss
event calendars,
and sharing
messages
on upcoming
events can
help.
In one example
of everything
gone wrong,
a U.S. state
governor's
press secretary
did not appreciate
the importance
of coordinating
messages the
day that three
state events
occurred simultaneously:
a state cabinet
official announced
a program and
received major
press coverage;
a second cabinet
official announced
a new project
and received
less coverage;
the governor
announced another
program and
received very
little coverage.
The press office
of each cabinet
official had
made its own
arrangements,
even though
the governor
had ultimate
authority.
There had been
no meetings
among the press
staffs and
no coordination
of event calendars,
and the result
was competing
press announcements
that diminished
each other's
impact.
Consequently,
the governor's
press secretary
began having
monthly meetings
with the press
secretaries
of the governor's
cabinet offices.
Each week he
received their
calendars with
their planned
press announcements
for the next
month and had
a staff member
make a master
calendar from
them. When
the press secretary
found two major
announcements
planned for
the same day,
he requested
that one be
postponed.
If the governor
scheduled an
announcement
for a certain
day, no other
cabinet official
could hold
a big press
event on that
day. Media
messages were
coordinated,
and the governor
stopped competing
with the cabinet
for press attention.
At a minimum,
a press secretary
should be informed
by subordinate
press officers
in advance
of any potentially
embarrassing
problems or
disclosures.
In the best
of circumstances,
the agencies
will give the
top government
official or
minister the
chance to announce
the positive
news, and they
will announce
the bad news.
A
Credible
Spokesperson
What characteristics
make a good
press secretary?
According
to former presidential
spokesperson
Mike McCurry,
press secretaries
need "a
sense of humor,
enormous patience,
an ability
to speak and
write quickly,
and an uncompromising
attitude about
the truth.
"Credibility," he
says, "is
the single
most important
asset of the
spokesperson."
In The Government/Press
Connection,
Stephen Hess
writes that
press officers
say they need
stamina, curiosity,
a helpful nature,
good memory,
civility, coolness
under pressure,
an understanding
of human psychology,
and an ability
to predict
and handle
logistical
details. It
also helps
if a spokesperson
learns facts
quickly. He
or she should
be able to
handle the
unpredictable,
manage many
tasks simultaneously,
deal with constant
interruptions,
and be quick
to react. The
spokesperson
should be evenhanded
with reporters — that
is, not play
favorites.
Above all,
the spokesperson
should be a
person of high
personal ethics
and integrity.
It is vital
that the spokesperson
maintain his
or her credibility
and that of
the boss. To
be effective,
a press secretary
must be believed
by the press;
he or she won't
be believed
if past answers
have proven
misleading. "The
government
media effort
doesn't work
when the spokesperson
is not trusted
by the media
or is frozen
out from the
information
flow within
the government," says
former press
secretary Sheila
Tate.
In recent
years, the
role of the
spokesperson
has become
more and more
difficult because
of the rapidity
with which
news breaks
and its 24-hour
availability.
Part of the
job is knowing
who should
talk under
what circumstances.
"Sometimes
you have to
strategize
what message
the people
need to hear
right now and
who the best
person is to
deliver it," says
NAGC's Joni
Inman. As an
example, she
cites a triple
homicide. "The
message that
the people
need to hear," she
says, "is
that they are
safe and that
it will not
happen to them.
The most effective
person to deliver
this message
would not be
the public
relations person
but the police
captain in
uniform. In
any particular
event, you
have to look
at the most
effective communicator."
Besides giving
information,
spokespersons
should try
to make reporters
as comfortable
as possible.
"Remember
that the physical
demands of
reporting and
the long hours
make for cranky
reporters," says
Mike McCurry. "You
should try
to take care
of reporters'
basic needs.
Make sure they
have access
to food and
drink, that
their physical
working environment
is conducive
to compiling
and filing
their stories,
and that the
employees of
the government
press office
are helpful."
In sum, the
spokesperson's
job requires
balancing many
relationships — with
the government
official he
or she represents,
with the rest
of the top-level
government
staff, with
the press,
and with the
permanent bureaucracy,
particularly
if he or she
is a political
appointee.
The spokesperson
must also be
visible for
the boss when
that would
be helpful
and in the
background
when the boss
has the press
spotlight.
"The
most important
thing to remember," says
former presidential
spokesperson
Dee Dee Myers, "is
that even though
the job can
be aggravating,
difficult,
and frustrating
at times, it
is incumbent
on government
press offices
to help the
press get the
story right.
That goes to
the core of
what a democracy
is.
"The
system works
best when it
provides a
great degree
of openness
for the press," Myers
says. "Openness
is not something
to be afraid
of."