TABLE OF CONTENTS
Foreword...................................................................................................................................... 1
Public Relations Planning .......................................................................................................... 2
Chart 1: Getting Organized for Public Relations .................................................................... 5
Chart 2: Public Relations Needs Assessment ....................................................................... 6
Chart 3: Public Relations Goals............................................................................................. 7
Chart 4: Establishing Public Relations Goals......................................................................... 8
Effective Press Releases............................................................................................................ 9
Basic Elements of a Press Release...................................................................................... 11
Improving Press Releases.................................................................................................... 13
Evaluate Your Copy.............................................................................................................. 14
Chart 5: Formats for Copy ................................................................................................... 15
Establishing Media Contacts ................................................................................................... 16
Chart 6: Developing a Media List......................................................................................... 17
Media Information to Collect ................................................................................................. 18
Getting Into Print....................................................................................................................... 19
Chart 7: Ideas to Keep Your ACCA Chapter In the News.................................................... 21
Chart 8: What is Newsworthy About Your Chapter.............................................................. 23
Checking a Topic for Newsworthiness.................................................................................. 24
Matching the Media to Your Story ........................................................................................ 25
Selling Your Story: Before the Call; Making the Call; After the Call ...................................... 26
Chart 9: Do’s and Don’ts of Public Relations ....................................................................... 28
Directing Your Energy........................................................................................................... 30
Building Effective Media Relations ....................................................................................... 31
Appendices................................................................................................................................ 32
Appendix A: ACCA Summary of Organizations ................................................................... 32
Appendix B: Public Relations Tools Available from ACCA .................................................. 33
Appendix C: Related Tools for Public Relations .................................................................. 34
Appendix D: Public Relations Files to Create or Maintain.................................................... 35
Appendix E: Gender Neutral Language Guidelines ............................................................. 36
Appendix F: Sample ACCA Chapter Media Relations Policy............................................... 38
Appendix G: Sample Press Release.................................................................................... 42
FOREWORD
This Public Relations Handbook was designed to provide Chapter Presidents, administrators, and
public relations chairs at the chapter level a practical and readily useable guide to initiate a public
relations program at the local level.
In paging through the handbook, notice that the text is supported with a variety of checklists,
charts, and sample materials that will provide additional, useful information in your public relations
work.
This handbook is drawn from chapter experience and relies heavily on the content of Public
Relations Kit for Dummies by Eric Yaverbaum, The Handbook of Strategic Public Relations by
Clarke Caywood, Practice of Public Relations by Fraser Seitel and the Special Libraries
Association.
Public Relations Handbook
Page 1
PUBLIC RELATIONS PLANNING
There are eight steps vital to successful public relations planning. Some steps are basic while
others are not. The steps include:
1.
Establish a public relations role in the Chapter.
Needless to say, this is the easiest step in the process. At all times however, the
chapter leadership must be committed to the public relations function. Public relations
must be treated with the same respect given to professional development, bulletins or
newsletters, government relations, or membership development. The chair and
members must have communications skills and enthusiasm.
2.
Define the objectives of the public relations program.
A good tool to define objectives is a brainstorming session. Consider including
members of your board. A brainstorming session will lead to the development of
public relations objectives on which everyone agrees.
At the chapter level there are three established objectives:
¾ To promote an understanding and recognition of the work and contributions of
in-house counsel, the importance of networking, and the concept of legal
education as a valuable resource.
¾ To enhance the image of the in-house counsel as a valued corporate
professional and to highlight the role of the profession in today’s legal society.
¾ To enhance the prestige of the American Corporate Counsel Association
(ACCA) and its members.
3.
Define the target audience(s).
Who do you wish to reach with your message? The response will vary, but generally
includes members of ACCA, potential members, the legal community, related
professional associations, and the media.
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Public Relations Planning
4.
Define the message(s).
What is your message? What do you want to get across to any one in the audience?
Again, the message will vary. Your Chapters’ Public Relations Plan could include the
following general messages:
¾ Members of the legal profession are highly educated, competent, and
articulate; they maintain high professional standards; and they possess the
skills that effectively “put legal knowledge to work” in all segments of their
corporation and society.
¾ Members of the profession add value to their corporations making them
important assets within their organizations.
¾ ACCA is the premier international association for in-house counsel and a
leader in the legal community.
¾ ACCA leadership and staff are dedicated to meeting the present and future
professional needs of the membership.
5.
Develop the strategy(ies).
The strategies are a key element of your plan. The strategies are used to reach your
target audiences and convey your messages, as well as forming the basis of your
public relations plan. An abbreviated list of strategies might include:
¾ Continually develop public relations materials.
¾ Use a broad spectrum of media to convey the message.
¾ Promote ACCA as a public relations resource to members.
¾ Build and develop media contacts.
¾ Work to position ACCA as the best source of information (credibility building)
for the media.
¾ Work to position the Chapter President as spokesperson for the local/area
profession and ACCA Chapter.
¾ Coordinate with other staff members at ACCA headquarters.
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Public Relations Planning
6.
Set goals.
¾ Increase visibility for ACCA and the profession.
¾ Effectively promote Chapter programs and services.
¾ Enhance the image of the in-house counsel.
¾ Meet the public relations needs of Chapter committees.
The choice is yours—you can make our goals as high as you wish. The key to
continuing your work within a committee is to maintain enthusiasm. Overstated goals
can drain a committee of valuable energy from trying to reach for the stars.
7.
Coordinate with other timetables or appropriate people.
To be effective in the role as a public relations committee chair, one must know what is
happening within the Chapter. In speaking with public relations professionals, a
frequent complaint is, “I didn’t know the event was planned.”
Two major mistakes in public relations programming is not knowing what the other
committee chairs have planned and not allowing adequate time to execute your plan.
The chief responsibility of the public relations chair, in order to be successful, is to
communicate. Ask questions. You must know what is happening or being planned.
Beyond getting the information, you must build your credibility for obtaining the
information you need to operate. Build your respect and, with any luck at all, the other
chairs will call you and say, “We need your help in promoting the workshop.” Part of
this access should be established when the Board creates the committee.
8.
Prepare a written plan and timetable.
Have a written plan complete with deadline dates. The best plans are yearly, but
implement what is most effective given your constraints.
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Public Relations Planning
Chart 1:
GETTING ORGANIZED FOR PUBLIC RELATIONS
¾ Appoint a public relations chair and committee to develop and coordinate public relations
activities.
¾ Draft a statement of purpose.
¾ Have the Chapter’s directors approve the statement of purpose. The Board must reach a
consensus on public relations activities and support the work of the committee.
¾ The Board must allocate funds to support the public relations efforts.
¾ The committee chair should solicit the Board and members for ideas and suggestions for
the public relations committee to pursue. Consider both the past and current activities.
¾ Survey the board, membership, and committee members to identify members of the media
who have written about the profession or are interested in formation-related stories. Have
members of the public relations committee contact these sources.
¾ Prepare a public relations plan.
¾ Prepare a public relations calendar.
¾ Evaluate past public relations activities to learn from experience. Tap other available
sources of assistance—ACCA headquarters, contacts at your company, or contacts at
related organizations.
¾ Maintain public relations files.
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Public Relations Planning
Chart 2:
PUBLIC RELATIONS NEEDS ASSESSMENT
¾ Purpose of ACCA in writing.
¾ Purpose of public relations function in writing.
¾ Agreement about the purpose of public relations and support from the Board of
Directors.
¾ Committee members skilled in communications and with enthusiasm.
¾ Funding.
¾ Planning and coordination.
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Public Relations Planning
Chart 3:
PUBLIC RELATIONS GOALS
Public relations goals will vary from organization to organization. In general, your goals might
include:
¾ Increase support for ACCA.
¾ Increase visibility of ACCA and the local Chapter.
¾ Increase interest in ACCA.
¾ Increase membership.
¾ Improve the image of in-house counsel.
¾ Change our image from _______________ to ________________.
¾ Increase financial support from sponsors or advertisers.
¾ Increase attendance at meetings or special events (professional development).
¾ Increase publications sales.
¾ Increase membership involvement.
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Public Relations Planning
Chart 4:
ESTABLISHING PUBLIC RELATIONS GOALS
¾ 1.
¾ 2.
¾ 3.
¾ 4.
¾ 5.
Copy this chart and distribute to your public relations committee, membership, or Board of
Directors to complete. Compile the results to determine basic public relations goals and ideas.
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Page 8
EFFECTIVE PRESS RELEASES
A press release should relate some genuine news. It should be brief, clear, factual, accurate,
thoroughly proofread, and neat. It should answer who, what, where, when, and why in the first
paragraph and include information in descending order of importance.
Clearly indicate contact names, telephone numbers, and the release date. Releases should be
limited to two pages. If there is more to the story, other information can be added as attachments
(fact sheets, biographies, or brochures).
While a press release is an essential tool in public relations, it is one of many. It is usually the
primary way you communicate your “new” information to the outside world.
Quotes are important in a release. Usually it’s best to quote the head of your organization or the
person responsible for the program being announced. Quotes flesh out the factual presentation
and lend meaning and color to the story. They should not sound “stiff.” It is best to use quotes that
express an opinion or a position. The release itself should be factual.
Press releases can be written on election of officers, special events and programs, awards, and
publications, to name a few. Good press releases tie into local angles. For example, if your
Chapter releases a salary survey or local directory of corporate counsel, which is news noteworthy
and of interest to an editor.
Your news releases will be used if you gain a reputation for submitting timely, newsworthy
information that doesn’t need massive editorial overhaul. Be brief. If an editor or reporter wants
more information, he or she will call you.
Write in inverted pyramid style because editors cut from the bottom of a story. The most important
information belongs in the first paragraph and additional information follows in order of importance.
Don’t make an editor search for the important points. Always tell who, what, where, why, when,
and how. Use facts, not hype. The typical editor sees hundreds of “dramatic, new state-of-the-art
improvement” stories each day.
Present the facts clearly and simply. Let the editor decide what is important, editors are hired to
exercise sound news judgment. Use active voice, subject-verb construction, and conversational
language. Write in simple sentences (17 words is a good average for readability) with two or three
sentences per paragraph.
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Effective Press Releases
Address news releases to the editor personally. Information that looks like junk mail usually ends
up in the newsroom trash.
One page is good; two pages are more than enough. Additional background information can be
attached, but don’t bury the editor.
List a contact name and phone number clearly in the release for easy, clear editing. Use a wide
margin for the same reason.
Have someone unfamiliar with the subject or contents read your news release. If it doesn’t make
sense to your test-reader, it probably won’t make sense to an editor.
Include a photograph whenever possible. Even if the photograph is never printed, a good
photograph may get your release a little closer to the top of an editor’s crowded desk. When a
photograph or other artwork is included with the release, label the top of the release “with photo” or
“with art.” Place a typed label on the back of every photograph. Record the subject, news release
title, and your company name. This makes sure your photo finds a home in case it gets separated
from your release.
Photographs can be expensive to reproduce in sufficient quantities to accompany a release and
might not be used anyway. Some newspapers will never use a photograph that has not been
taken by a staff photograph; others welcome an interesting, creative shot. It is worthwhile,
however, to send most types of photographs to smaller, weekly papers. Always indicate on the
press release that photos are available.
Develop a standard news release distribution list. Include appropriate local newspapers (daily and
weekly), radio and television stations, cable news stations, trade publications, and business
publications. Some professionals suggest sending out hundreds of releases; others suggest
sending it to only a handpicked list of key media. Usually it’s best to do a bit of both. Use
judgment. Develop two mailing lists—a large, general list, and one carefully targeted to key media
whom you will contact individually.
If you want to send news releases to report electronically, first send an e-mail asking whether they
want to receive them in that format. Some reporters are still paper-based.
News releases should be faxed only when they must be distributed in a hurry because of their
timely news value—not because you didn’t get them done on time.
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Effective Press Releases
BASIC ELEMENTS OF A PRESS RELEASE
A well-constructed and clearly written press release is broken into two general parts: the lead and
the body.
¾ LEAD: The first or “lead” paragraph will be short, but will contain all basic information:
Who, What, Where, When, Why, and How. It is vital to have those questions answered in
the lead.
¾ BODY: The “body” or balance of a press release provides the full information on the news
or event in descending order of importance.
The second paragraph of a release will tell in-depth why something is happening and provides
specific information on the sponsor or the people for whom the news is targeted. A quote from a
Chapter/division officer makes an interesting second or third paragraph and can help in localizing
the news. A pointer for writing quotes is to voice an opinion. Allow the release to present the facts.
At the end of the release a general statement regarding ACCA should be included to add complete
information to the release. An example is:
Headquartered in Washington, DC, the American Corporate Counsel Association (ACCA)
is an international association representing the interests of nearly 13,000 in-house attorneys.
ACCA is the only national bar association exclusively serving the professional, networking and
educational needs of the in-house legal profession. For further information, visit www.acca.com.
Other elements of a press release are:
¾ Date of release.
¾ Contact name and telephone.
¾ Avoid capital letters. Underline for emphasis.
¾ Target your mailing to the appropriate people.
¾ Use “-more-“ at the bottom of a page to indicate continued copy and –30- or ### to
conclude the release.
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Effective Press Releases
¾ Avoid spelling errors: proofread!
− Make certain dates, times, places, contact people, and telephone numbers are
clearly indicated in the copy.
− Double-space the copy while keeping the release to one or two pages.
− Send clean, well printed or copied releases.
− Make certain the copy is understandable on the first reading.
− Make certain that the 5 Ws and the H are answered in the lead.
− Avoid jargon or acronyms.
− Include backup information (i.e., brochures, etc.).
− Attribute quotes.
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Effective Press Releases
IMPROVING PRESS RELEASES
Here are some suggestions to improve press releases.
¾ Include a handwritten note if you have spoken personally with a writer.
¾ Use Chapter/division letterhead for releases or appropriate press release paper. Avoid
“artistic’ designs which detract from your copy.
¾ Be certain there is a local angle to the story.
¾ Define acronyms the first time they are used, abbreviate afterwards. For example,
American Corporate Counsel Association (ACCA).
¾ Avoid buzzwords and jargon.
¾ In discussing individuals or providing quotes, identify people and provide titles.
¾ Assume that the reader knows nothing about the topic—chances are they won’t.
¾ Write in active voice.
¾ Quote sources of information.
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Effective Press Releases
EVALUATE YOUR COPY
¾ Is the lead attention getting?
¾ Are you interested enough in the subject to read the article?
¾ Is the reason clear why the topic or the article is important?
¾ What impression are you left with of the Chapter or ACCA?
¾ Are the concepts clearly explained?
¾ Are the sentences short and understandable? Do the paragraphs provide “digestible”
pieces of information?
¾ Does the copy have consistency? Does it flow logically?
¾ Does the article provide useful information? Are the benefits clearly explained?
¾ Does the piece have grammatical errors or misspellings?
¾ Are subheads used to draw the reader into the story?
¾ Does the piece avoid sexist language or offensive language? Are clichés avoided?
¾ Are acronyms defined? Is jargon avoided?
¾ Is the copy descriptive? For example, is ACCA defined as simply a professional
association or is it described as an international professional association of approximately
13,000 attorney/members?
¾ Is an attention getting headline used?
¾ Are quotes and assertions supported by facts and knowledgeable sources?
¾ Are necessary dates and references clear?
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Effective Press Releases
Chart 5:
FORMATS FOR COPY
¾ Double space copy with appropriate margins on all sides.
¾ Number the pages.
¾ Keep headlines to one line.
¾ Avoid use of footnotes.
¾ Indent paragraphs to avoid confusion.
¾ Use white paper. For best copies, use white paper for your original; erasable bond or
onionskin paper smears easily.
¾ Do not correct copy by hand or submit copy with strikeovers.
¾ Use subheads to break up copy and to catch attention.
¾ Use short sentences.
¾ Make certain the contact person and telephone numbers are readily identifiable. Also
make certain that the name of the Association is clear and defined.
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ESTABLISHING MEDIA CONTACTS
One of the most simple, effective ways to build media contact is to telephone the news desk at
your local daily or weekly newspaper and ask for the names of those reporters or editors who cover
information or business stories. Request a meeting to discuss your ideas and the editorial policies.
If the editor or reporter is unable to meet with you, ascertain how you can go about getting into their
newspaper or how to obtain coverage when necessary.
This will get you started. You will have a name of someone whom you can contact with your ideas
or news. In this initial conversation it may not be appropriate to discuss a particular idea. Use your
judgment. The purpose of this initial contact is to get acquainted and to learn what will interest
them in the future. Follow up on your conversation with a brief letter and background information
on ACCA.
Caution: Do not expect a favorable response every time you try this or every time you make
contact to get news into the local media. Competition for space—whether daily or weekly
newspapers, radio, or television—is intense.
Do not neglect editors or reporters of weekly newspapers or news directors of radio stations.
Initiate contact with them in the same way you contact daily newspapers. Public television stations
are also candidates for feature coverage.
Be friendly in your calls and realize that these people may be under deadlines and may not have
the time to chat.
Put the appropriate editors, specific writers, or radio/television directors on your newsletter mailing
list. By doing so, you keep them aware of news on your Chapter or division and increase chances
that they will see something of interest.
Caution: Be objective about your newsletter. If your newsletter does not have news—either about
members, the profession, or ACCA—do not include the media on your mailing list. A newsletter
without news pertinent to the media will do more harm that good to your relationship with media
and will only get thrown away.
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Establishing Media Contacts
Chart 6:
DEVELOPING A MEDIA LIST
¾ Use another organization’s media list as a model.
¾ Use a media directory, such as Bacon’s Publicity Checker, to ensure that all potential
media are on your list.
¾ Include reporters you know, have worked with, or who have written about ACCA in the
past.
¾ Include titles with the name (i.e., John Doe, Business Editor).
¾ Maintain a current list of reporters covering information issues.
¾ Contact print and electronic media regularly to update media lists.
¾ Keep a file of other organizations’ newsletters and have those editors on your mailing list.
¾ Establish a publication exchange with related organizations.
¾ Avoid duplications.
¾ Use a mailing list that can be easily updated or duplicated or one that allows you to select
certain targets for special mailings.
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Establishing Media Contacts
MEDIA INFORMATION TO COLLECT
In developing your media list, collect the following information for the various press outlets:
¾ Local daily newspapers: Complete name, address, telephone, fax and e-mail (but use
the last two sparingly), names of reporters and editors covering information issues, and
deadlines for calendar, daily, and Sunday editions.
¾ Local weekly newspapers: Same basic information as daily newspapers. Deadlines will
be for weekly editions.
¾ Local ethnic newspapers: Complete name, address, telephone, names of reporters and
editors covering information issues, deadlines for calendar, daily and Sunday editions, and
target audience.
¾ Radio stations: Call letters, address, telephone, names of news and public service
directors, deadlines and broadcast times for news, calendar, and public service
programming.
¾ Television: Call letters, address, telephone, assignment editors, reporters, news and
public service directors, deadline and broadcast times for news, calendar, and public
service programming.
¾ Newspapers within a reasonable distance (50 miles): Collect the same information as
local newspapers. Don’t forget weeklies.
¾ Local and regional trade publications: Complete name, sponsoring organization,
address, telephone, deadlines for calendar and issue, editors assigned to information
issues, and target audience.
¾ Local and regional magazines: Complete name, address, telephone, deadlines for
calendar and issue, editors assigned to information issues, and target audience.
¾ Related bar organizations with newsletters or other publications: Complete name,
address, telephone, deadlines, editors or reporters, and target audience.
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GETTING INTO PRINT
Probably the most frustrating aspect of public relations work at any level is translating your press
release, feature story, or idea into a printed article. Fortunately, there are a number of hints that
can help you see your release make the newspaper.
¾ Match your release or article to the publication. A telephone call to the news desk can get
you guidelines and suggestions that will indicate the types of stories the editor is willing to
publish.
¾ Read the masthead to determine the appropriate editor to contact. An article addressed
blindly to “The Editor” will often be thrown away.
¾ Read the publication. See what department or sections it has, how it is structured, how
long the articles are, how they are written, and whether the publication has special or
seasonal supplements that may be an outlet for your story idea.
¾ Call or write to the editor to see if your idea has merit. Keep your call or letter brief and to
the point. If the editor expresses interest, follow-up. Deliver your manuscript or
information or contact the individual the editor has suggested.
¾ Target your article to a local issue or trend.
¾ Know the deadlines. Allow time for the editor or writer to ask questions before the
deadline rush. All publications—daily newspapers and weeklies and electronic media—
have strict deadlines.
¾ Think of visual illustrations that can accompany your article. A photograph, chart, or
illustration sometimes can help get the article published. If a photograph is supplied,
provide a caption, which identifies people. Provide credit lines if appropriate.
¾ Develop a news angle that is exciting or has local impact. Write about five trends in the inhouse legal professional or five forecasts for the future or what legal developments a
businessperson could expect in the coming year. Do something that is exciting and will
separate your article from competing stories on the editor’s desk.
¾ In writing your article—Think. A “fluff” story will be immediately identified. Develop factual
stories. A credible authority will add authority to the story.
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Getting Into Print
¾ Weave your Chapter into the body of the article. A story on another professional
association will lose in the race for editorial space.
¾ Follow-up calls after the story is submitted annoy editors and may do more harm than
good.
From initial contact to publishing, remember, the editor is a professional and knows the publishing
business. Good public relations professionals will see their articles in print. Successful public
relations practitioners will get their names and addresses in an editor’s file for future questions.
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Getting Into Print
Chart 7:
IDEAS TO KEEP YOUR ACCA CHAPTER IN THE NEWS
¾ Association milestones.
¾ Date of founding and anniversary.
¾ Retirement of prominent members.
¾ Awards to the Chapter/division or members.
¾ Outstanding contributions of Chapter members.
¾ New publication or service.
¾ Annual conference, regional conference, award banquets, or special events.
¾ Publishing of an annual report.
¾ Annual meeting.
¾ Membership meetings.
¾ Fundraising events.
¾ News on new information products and services of general interest.
¾ Receipt of grants.
¾ Presentation of papers on topics of widespread interest.
¾ Publications of books or surveys.
¾ Employment, salary, or other statistics relating to profession.
¾ Demonstrations of training equipment.
¾ Booths at association meetings or special events.
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Getting Into Print
¾ Speeches.
¾ Training programs.
¾ Newsletters.
¾ Contests or promotions.
¾ Success stories.
¾ Cooperative agreements with other associations or organizations.
¾ Creation of new logo.
¾ New poster produced by Chapter.
¾ Tie in with ACCA national office.
¾ Interview with prominent members on current topics.
¾ Visits of Association leadership.
¾ Elections.
¾ Number of members—all time high.
¾ Accomplishments of a member or training completed.
¾ Awarding or receipt of scholarships.
¾ Donations or support of students or community projects.
¾ Community service projects.
¾ Open houses.
¾ Free information brochures.
¾ Formation of a task force or special committee.
¾ Results of a survey.
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Getting Into Print
¾ Legislation, local, state or federal, affecting the in-house profession.
¾ Expert analysis of the future of in-house counsel.
¾ Trends.
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Getting Into Print
Chart 8:
WHAT IS NEWSWORTHY ABOUT YOUR CHAPTER?
¾ 1.
¾ 2.
¾ 3.
¾ 4.
¾ 5.
Copy and distribute this chart to your public relations committee, membership, or Board of
Directors and have them complete the form. Compile the results to determine news angles for
your Chapter/division.
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Getting Into Print
CHECKING A TOPIC FOR NEWSWORTHINESS
In considering a topic for its news value, ask yourself the following questions:
¾ Is it timely?
¾ Is it local?
¾ Is it important or interesting to the general public?
¾ Does it have consequence, conflict, or is it controversial?
¾ Is it new, novel, or different?
¾ Are the people involved community leaders, personalities, high visibility citizens, or
ordinary people?
¾ Is it going to change the future?
¾ Does it have human interest? What makes it unusual?
¾ How will it affect the average person?
¾ Is it on the “cutting edge?” Is it something few people know about?
¾ Is it odd, unusual, the biggest, the smallest, or is it outstanding in some way, shape, or
form.
¾ Does it relate to a “hot” news item? Is the media already interested in the topic?
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Getting Into Print
MATCHING THE MEDIA TO YOUR STORY
Getting your story into the media is sometimes as simple as getting the story into the right hands.
Selecting the media outlet to your story is critical. Below are media outlets and general types of
stories carried by each.
¾ Daily newspapers: Breaking news. Daily newspapers want stories with national
implications, human interest, and special stories/features for the different sections of the
newspaper (i.e., business, personalities, arts, education.)
¾ Weekly newspapers/weekly inserts: Weeklies want feature stories on local people.
Materials must be time sensitive.
¾ Trade press: Anything that has an interest to a specialized readership, trade news,
related feature stories, or news about trade members.
¾ Magazines: Wants vary, but remain high on the human-interest side. Interesting
photography and/or features on people important to the community, nation, or rising within
their profession.
¾ Radio: Stories must be brief and have interest to radio’s specialized listening audience.
¾ Television: Visual interest, personality stories, and high impact.
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Getting Into Print
SELLING YOUR STORY
Occasionally you will have a story idea that you think is so newsworthy that you will want to call a
reporter. Below are a few methods that can make selling your story easier.
BEFORE THE CALL
¾ Read and understand the newspaper, magazine, or radio/television show. Understand
what they like and what they typically run.
¾ Target the media you wish to contact.
¾ Know to whom to sell your story. For example, a sports editor probably won’t be interested
in writing about in-house counsel unless there is a hook—such as a Chapter member
being inducted into the Baseball Hall of Fame.
¾ Prepare notes or a script as to why a reporter or media should be interested in your story.
¾ Be sure your story has news value or public interest.
MAKING THE CALL
¾ Contact the correct person.
¾ Know that individual’s time restraints. Don’t call during a deadline.
¾ Identify yourself and your affiliation.
¾ Avoid using a first name unless you know the individual or are asked to be informal.
¾ Be professional, businesslike, and not overly aggressive.
¾ Be brief.
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Getting Into Print
¾ Remember, the individual doesn’t have to like your idea and has no obligation to use your
idea.
¾ Discuss the idea, giving pertinent facts.
¾ Offer to follow-up in writing and to provide additional information.
¾ Thank them.
AFTER THE CALL
¾ Send requested information with a personal letter.
¾ Thank them.
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Getting Into Print
Chart 9:
DO’S AND DON’TS OF PUBLIC RELATIONS
DO’S OF PUBLIC RELATIONS
¾ Do respect reporters and editors.
¾ Do invite media people to events and on tours of interesting facilities.
¾ Do answer telephone calls from media promptly.
¾ Do provide facts and figures when asked.
¾ Do have your facts and figures clear.
¾ Do get to know your media contacts.
¾ Plan, plan, PLAN.
¾ Do target media with an interest in ACCA’s activities.
¾ Do respect deadlines.
¾ Do keep an up-to-date media mailing list.
DON’TS OF PUBLIC RELATIONS
¾ Don’t ignore radio and weekly newspapers as important sources of media placement.
¾ Don’t talk off the record—it doesn’t exist.
¾ Don’t talk to a reporter unprepared. If you do not have an answer, don’t make one up.
Offer, instead, to gather the information and call the reporter back.
¾ Don’t become angry with members of the media. Angry letters or calls close doors.
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Getting Into Print
¾ Don’t attack a newspaper for a negative story or for not using your story. Do investigate
other reporters who might be interested in your story.
¾ Don’t badger or harass busy reporters. If it is clear that a reporter is busy, cut the call
short. If it is clear that a reporter isn’t interested in a story, end the conversation.
¾ Don’t say “no comment.” This phrase indicates that you’re hiding something.
¾ Don’t give up. Developing an effective public relations campaign is not easy or quick.
¾ Don’t forget to thank reporters.
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Getting Into Print
DIRECTING YOUR ENERGY
Public relations work can be terribly time consuming. Rather than spinning your wheels, there are
methods that can conserve both your time and your energy. To be a success in public relations
can depend on keeping a high level of energy. Here are some ideas:
¾ Hook into the grapevine and find out who within the Chapter has newsworthy
information for the media.
¾ Prepare written material about ACCA and your Chapter that meets the needs of the
media—answers their questions.
¾ Make use of printed materials from ACCA (See Appendix D).
¾ If you have a spokesperson, prepare that individual for difficult or hostile questions.
¾ If you do not have the information requested; offer to get the information to the reporter
as soon as possible.
¾ Encourage thank you letters and calls for good stories.
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Getting Into Print
BUILDING EFFECTIVE MEDIA RELATIONS
Public relations depend on your understanding of the media. Here are some helpful suggestions
that will assist you in building effective working relationships with the media.
¾ Understand the reporter. Last-minute deadlines and long hours are a part of being a
reporter.
¾ Help them succeed. Provide the information that they need quickly. Suggest good
story ideas. Help them and generally they will help you.
¾ Be professional and polite.
¾ Suggesting a discussion over lunch can help, but don’t attempt to “buy” a reporter.
Don’t be extravagant; be considerate of the reporter’s time.
¾ Be accurate.
¾ Don’t gossip.
¾ Be interesting.
¾ Be available.
¾ Keep up with trends in the media. Learn what hot buttons can be pushed to get
your story into print.
¾ Be consistent.
¾ Approach the appropriate reporter or editor.
¾ Remember to thank the person.
¾ Keep sending releases. Realize that everything that you send won’t be used every
time.
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APPENDICES
Appendix A:
ACCA SUMMARY OF ORGANIZATION
The history of ACCA and a listing of recent Association press releases are found at
www.acca.com/about. This web page also includes links to the Board of Directors listings, the
ACCA Foundation, and a Media Kit.
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Appendices
Appendix B:
PUBLIC RELATIONS TOOLS AVAILABLE FROM ACCA
An ACCA Media Kit is available online at www.acca.com. Also, available online are various
education publications that can be downloaded and printed for public relations purposes. The
ACCA national office also has printed professional four-color brochures for Chapter use.
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Appendices
Appendix C:
RELATED TOOLS FOR PUBLIC RELATIONS
Don’t forget other tools that can assist in your public relations efforts. Those include:
¾ Annual Reports
¾ Brochures
¾ Fact Sheets
¾ Multi-Media Presentations
¾ Newsletters
¾ Special Events (i.e., corporate tours, open houses)
¾ Publications
¾ Press Kits
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Appendices
Appendix D:
PUBLIC RELATIONS FILES TO CREATE OR MAINTAIN
¾ Master calendar. This is a vital planning tool.
¾ Clippings of published articles on the Chapter/Association.
¾ Copies of all releases sent.
¾ Copies of brochures, newsletters, and related supporting materials.
¾ Swipe file. Samples of brochures, newsletters, annual reports, and press releases that
you enjoy that provide ideas for new projects.
¾ Speeches given by Chapter/Association leadership.
¾ Biographies of events, people, etc.
¾ Photographs of events, people, etc.
¾ Information on the Association (i.e., brochures, publications, statistics).
¾ Information on regulatory or legislative issues that affect the profession.
¾ ACCA Chapter Public Relations Handbook.
¾ Press/media list.
¾ Contact list of related organizations.
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Appendices
Appendix E:
GENDER NEUTRAL LANGUAGE GUIDELINES
It is standard practice to review all publications, brochures, documents, fliers, and printed material
to foster gender-neutral language guidelines before publication and distribution of materials.
Where it is consistent with proper English usage and accuracy, publications substitute terms that
apply to both women and men for terms that exclude or appear to exclude either group.
To assist in the process of gender-neutral language usage, the following guidelines have been
developed.
¾ Avoid gender specific pronouns that refer to a member of either sex. It is
recommended that these be rewritten; however, sentences should not be rewritten if
the version that results denies the accomplishments of an individual or if the version is
cumbersome.
¾ Avoid double pronouns. (i.e., he or she may attend the Annual conference and
Membership Meeting. ACCA members may attend . . .)
¾ If focusing on a nonspecific individual who might be of either sex, drop the pronoun
altogether. (i.e., “should manage all of his responsibilities efficiently” can be rewritten
to read, “a lawyer should manage all daily responsibilities efficiently.”)
¾ The word “one” frequently can be used as a third person pronoun.
¾ “Man” or “men” should be avoided as a suffix (i.e., salesman, tradesmen, laymen).
¾ Inclusive terms should be used for occupations that can be held by both men and
women (i.e., mail carrier, police officer).
¾ “Man” words should be avoided (i.e., use English for Englishmen, staff hours for man
hours, humanity for mankind).
¾ Substitute the word “person” or “member” (i.e., committee member or spokesperson).
¾ Avoid use of gratuitous modifiers for either sex as they are unnecessary and distort
meaning.
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Appendices
¾ Feminine suffixes should be avoided (i.e. editor for editress, author for authoress).
¾ The recommended usage to designate the presiding officer of a committee or division
is “chair,” the plural is “chairs” and incoming officers are “chair-elect” and “chairs-elect.”
¾ The following usage is recommended in referring to legislatures:
−
−
−
−
−
Congressman
Congresswoman
Representative
Council Member
Committee Member
¾ In using “Miss,” or “Mrs.,” or “Ms.,” respect individual preference. If the preference is
unknown, use the title “Ms.” or omit the title.
¾ If the gender is unknown do not use a courtesy title.
¾ In letters intended for a wide audience avoid salutations such as “Dear Sir or
Madame.”
¾ Avoid language that stereotypes anyone or places him or her in an inferior position.
¾ Sexist connotations have been eliminated from some terms. For example, the
government’s official term for “workmen’s compensation” is “workers’ compensation.”
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Appendices
Appendix F:
SAMPLE ACCA CHAPTER MEDIA RELATIONS POLICY
I. POLICY
It is the policy of the American Corporate Counsel Association, South Florida Chapter,
(ACCA) to provide accurate and consistent information to the media.
II. PURPOSE
The purpose is to assure that information about the Association and its policies, practices,
and programs is communicated properly and reported accurately in the media.
III. GUIDELINES AND PROCEDURES
Responding to Media Inquiries for Information
¾ The Chair for Public Relations is the ACCA Chapter’s primary media contact. If
you receive an inquiry from someone in the print or broadcast media (such as
reporters, editors, and researchers) for you to do an interview, provide statistics, or
write an article on behalf of the Association, get the reporter’s name, telephone
number, deadline, and an idea of his/her area of interest. Then, before
responding, refer the inquiry to the Chair for Public Relations.
This enables the Chair to determine whom in the Association can best respond to
the inquiry, to make certain that consistent information is being disseminated, as
well as to stay abreast of areas of media interest and prepare for future inquiries.
The Chair may refer the inquiry back to you if it is determined that you are the best
person to respond on behalf of the Association.
However, when an inquiry is regarding an issue on which the Association has no
previously recorded statement or policy, only the ACCA Chapter President is
authorized by the Board of Directors to respond.
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Appendices
¾ If the Chair of Public Relations is unavailable, contact ACCA headquarters to
assist.
¾ Only if the reporter insists there is an immediate deadline and you are certain that
you know the answer to any inquiry, should you respond without first contacting
the Chair of Public Relations.
If this occurs, you should notify the Chair of Public Relations as soon as possible
afterwards. The Chair may be able to provide additional information that will help
the reporter. Provide the Chair with the name of the reporter, a telephone number,
and a synopsis of the inquiry and your response.
¾ A media inquiry should not be ignored. It is in ACCA’s best interest to become a
reliable media source.
Responding to Inaccurate or Incomplete Media Coverage.
¾ All responses to media coverage on behalf of the Association should be
coordinated and approved by the Chair of Public Relations.
¾ Association officers may respond individually. However, they should make it clear
that their response is on behalf of them or their employer—not on behalf of the
Association. The easiest way to do this is to not include your Association title in
your correspondence.
Responding to Other Types of Media Inquiries
¾ Requests regarding press credentials at ACCA meetings should be referred to the
Chair of Public Relations.
¾ Requests for ACCA Media Kits, which provide information about advertising in
ACCA publications, should be referred to ACCA headquarters.
¾ Requests from the media for review copies of ACCA publications should be
referred to ACCA headquarters.
Initiating Communication with the Media
¾ Only accurate, timely, and newsworthy information should be communicated to the
media. This is necessary to maintain the credibility of the Association and
profession.
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Appendices
¾ Information should be directed only to the appropriate media. This can be
determined by previewing the media and/or referring to media directories.
¾ Statements on behalf of the Association should be consistent with official policy
and coordinated and approved by the Chair of Public Relations.
¾ Statements regarding an issue in which the Association has had no previously
recorded policy may be made only by the ACCA President at headquarters.
IV. RESPONSIBILITY
The Chair of Public Relations is responsible for all aspects of the ACCA Chapter media
relations under the direction of the Chapter President and with the assistance of the ACCA
office and staff at headquarters.
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Appendices
Appendix G:
SAMPLE PRESS RELEASE
Press release is printed on special letterhead.
Page 1 of 2
CONTACT: James Patton, Esq.
1-561.712.5136 (direct dial)
jwplaw@aol.com
ACCA Announces Six New Continuing Legal
Education Courses to Be Presented at the
Annual Chapter Conference in Miami
Miami, May 3, 2002—Six new courses will be added to the continuing legal education
program at the American Corporate Counsel Association’s 3rd annual conference in Miami, FL,
June 8-9, 2002.
The new courses include:
-
Financial Best Practices after ENRON
-
Limiting Legal Costs with Early Case Assessment
-
Protecting Your Privilege: Keeping Your Advice Confidential
-
Ethics: Good News, Bad News…Just How Do You Break It to the Board
-
Fraud: Our Dirty Little Secret
-
So You’re a New General Counsel . . .Now What?
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Appendices
Page 2of 2
ACCA’s continuing legal education program is designed to keep in-house legal professionals
current on the latest development in the legal and management arena. The 2002 conference will
feature 17 courses, including technical workshops and subject specialty courses, as well as
personal growth programs. For those with more advanced learning needs, ACCA offers the Senior
Counsel Forum.
According to James Patton, President of ACCA South Florida Chapter, “This annual
program is a “must be there” opportunity as it provides the latest and greatest legal training with
some of the most notable legal experts in the country. It is also an incredible opportunity for career
networking in a job market that is much tighter than in years past.”
Headquartered in Washington, DC, the American Corporate Counsel Association (ACCA)
is an international association representing the interests of nearly 13,000 in-house attorneys.
ACCA is the only national bar association exclusively serving the professional, networking and
educational needs of the in-house legal profession. For further information, visit www.acca.com.
###
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