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john says...

TV pros had their say in my how-to guide, “How to Pitch TV Reporters, Producers & Bookers, by TV Reporters, Producers & Bookers” (you can read it at  http://bit.ly/5rTFV0).  Here are a few thoughts on the topic from the publicist’s perspective…

Pitch TV…in the Paper.   My experience has been that the most effective way to get TV coverage is to get a story placed where a reporter or producer will read it—in a newspaper or magazine (or their online versions) or in a must-read website or blog for your target reporter or producer.  That kind of coverage validates a story and helps moves it up the media food chain towards TV.

The First Time is the Hardest.   From the broadcasters perspective a TV shoot represents a considerable investment.  A 90 second story can represent hours of work by a reporter, producers, videographer and editor.   A live shot ups the ante as now the broadcaster has to commit a TV truck and hope for the best, given the unpredictable nature of live TV.   So to get that first story you have to overcome the broadcaster’s natural reluctance to committing resources to an unknown quantity, but once get them to “yes” you have the opportunity to pull out all the stops, smooth out all the bumps in the road and ensure that the broadcaster gets more than is needed.  Once reporters, bookers and producers see how a publicist comes through for them, they’ll be back.  Give them a good experience and help them tell a good story and they may even be calling you for ideas on a slow news day or if another story falls through.

Not all TV is on TV   The websites of newspapers, magazines and major news websites now often include originally produced video segments which have the added evergreen advantage of frequently being archived.  Video shoots for these sites tend to be less complicated than broadcast TV due to smaller crews, cameras and a reduced need for lighting set-ups.  There might be a niche website that does video stories on your organization’s sector.  If you get an online video story placed, consider including a link to that story when you pitch along similar lines to a broadcast or cable TV outlet.

You CAN Help Shape the Story   In “How to Pitch TV Reporters…” TV pros stressed that they don’t want publicists to try “in any way to control the reporter’s script/copy/storyline” and hate it when publicists “try hard to inject themselves into my work.”  

Yet the publicist can set help shape a story.  You can help by suggesting a great location with a compelling backdrop for the live shot or story, (I’ve seen cable news networks call the audible and decide to keep the live truck at a location all morning and even all day, because they liked the location and guests so much during in the original planned hits).

You should line-up interviewees who speak well on camera (and increasingly people know how to be on TV) and make the right impression for the organization (at the same time filtering out interviewees who might leave a negative impression of your organization.)   Remember that a reporter usually has only a minute and a half (and sometimes less) to tell the story.  If you can provide him with compelling guests that really help him tell the story, the reporter will have less time to include the one malcontent he also interviewed.

Reporters are often new to a topic, or just assigned to a story an hour earlier, and frequently they are looking to be brought up to speed and are receptive to suggestions that help them bring out the story.  You should also have a wealth of info on-hand (I always carried the company’s media guide or a press kit).  Just as the reporter is about to do a stand-up or live hit he or she may ask you for some data, a key date, the spelling of something, or an historical tidbit.   Would also recommend having a one-pager for the reporter detailing the event being promoted (maybe the Media Advisory/Daybook item you used to attract coverage in he first place) or the person being interviewed.

When It’s Time to Push Back…   It hasn’t happened often, but occasionally I’ve challenged a reporter when I thought a line of questioning was unfair, when assumptions were ill informed or when a reporter focused on interviewing people that gave my organization a bad image.  Usually I’ve gotten a fair hearing.   The one time I wrote to a news director to complain about what I thought was unfair coverage, I also got a sympathetic hearing:  he saw my point and said he’d make it up to me.  The next week he sent out a TV truck and crew for a live remote to help promote an event at my organization

…and to Push Ahead  While working with a reporter or producer, if the story is going well, I’ll always try to get the reporter interested in some other stories ideas to pursue at a later date.   One tool I’ve used is “Tip Sheet,” containing 10-12 mini-pitches for TV-ready stories available at the organization I’m representing.

Get Your Org. on Board   You will be most successful in getting good TV coverage for your organization if it is on-board and understands what it is getting into when you succeed in getting TV coverage.  TV can be intrusive, especially for a live shot, and frustrating when TV crews arrive early (trucks for morning show live shots can arrive at 4 a.m.), late, or not at all.  Crews have a way of taking over a space and they may have to borrow furniture, set-up lights and run cables (watch out for union conflicts!).  Interview times are often shifted or eliminated and you’ll be told you absolutely need to get the CEO to the set no later that 7:25 a.m. and then find that she doesn’t go on until 7:55 and that there’s only time for one questions.

And it’s not just the CEO and publicist who can make or break a story.  I can’t tell you how many times the efforts of a security guard, parking attendant, electrician, facilities person, administrative assistant or even an intern set the stage for a successful TV shoot.

Your organization needs to know there could be bumps and bruises along the way to getting TV converage, but the right kind of coverage can be a tremendous boost in advancing your organization’s profile and communications goals.

Here’s the ball, now go out and pitch….and see you on TV!

 John

 (Read "How to Pitch TV Reporters…” at http://bit.ly/5rTFV0). 

John Lee Media

Public & Media Relations, Communications, Media Projects

New York, NY

johnlee@johnleemedia.com       http://www.linkedin.com/in/johnleemedia

Filed under: CEO

Above: IBM CEO Tom Watson (year unspecified) with one of the world's 5 computers.

15 Insightful Failed Predictions About the Future

Originally Published on 4/10/2009

"It will be years --not in my time-- before a woman will become Prime Minister."

[Margaret Thatcher] became Prime Minister of the United Kingdom only 10 years after saying that , holding her chair from 1979 to 1990. But she wasn’t all that wrong since she is the only woman to have held this post. Maybe she should have added the word “again.”

“I think there is a world market for maybe five computers.”

It may sound ridiculous now, but the prediction was actually true for about ten years after it was made. Almost every forecaster would settle for a ten year limit on the testing of their forecasts. Of course, by the 1980s and the advent of the PC, such a statement looked plain daft.

“That virus [HIV] is a pussycat.”

--Dr. Peter Duesberg, molecular-biology professor at U.C. Berkeley, 1988, By 2006, the Joint United Nations Programme on HIV/AIDS and the World Health Organization estimated that AIDS has killed more than 25 million people since it was first recognized on December 1, 1981.

"Drill for oil? You mean drill into the ground to try and find oil? You're crazy."

Only one hundred fifty years passed by since the first attempt to dig out oil from the ground met such contempt, and now the whole world is trying to look for unimaginable places to satiate the thirst for money that is propelled and sustained on this black gold.

“A rocket will never be able to leave the Earth’s atmosphere.”

10 years later, in 1946, the first American-built rocket to leave the earth's atmosphere was launched from White Sands, attaining 50 miles of altitude.

"Reagan just doesn’t have that presidential look." ...

Oddee.com via twine.com

You know, sometimes it's a good thing to just tell people "thanks for your thoughts" …and then get back to changing the world. - MJR

Filed under: CEO

Scot says...

Follow my old boss's boss & my mentor, aka the CEO of Google, @eschmidt0. I always learn when he speaks, writes and now...Tweets!

Filed under: CEO

jalam1001 says...

The Economists Intelligence Unit recently Published a report titled "Talent Wars: The struggle for tomorrow's Workforce". The report drew information from two initiatives

1. We conducted a wide-ranging online survey in February-March 2008. In all, 944 executives took part, of which 587 came from developed countries.

2. To supplement the survey results, we also conducted in-depth interviews with senior executives and independent experts knowledgeable about talent management


They concluded that new employees need many skills but the following five skills set topped the list

  • Ability to manage change
  • To Think Strategically
  • Effective communications skills
  • Analyze and solve problem
  • Ability to work in Virtual Teams
The following picture shows complete list of skills and their relative importance to the employers


Filed under: ceo

Our little man, Nate, is almost 17 months old and I have given him the title of CEO, Chief Entertainment Officer.  He is the funniest little guy I have ever seen and much like me, he loves the attention he gets from being silly.  Here are a few of my favorite pics from this fall.

     
Click here to download:
Our_CEO_is_excited_for_the_hol.zip (9174 KB)

Filed under: ceo

At a private CEO event a few weeks back, I had the pleasure of seeing Reed give a powerpoint-less presentation.   His way of looking at business is quite inspirational, and there’s now doubt it’s a major reason why Netflix succeeded where many others have not.  I’ve been thinking about which of these ideas fit for BzzAgent…regardless, every company could add a little bit of his wisdom.  Here’s what I jotted down (note much of this is paraphrased):

  1. When outlining a strategy, instead of just articulating what you’re going to do, always add what you’re NOT going to do.   To know what your strategy will force you to not do will make things much clearer.
  2. If you can grow within your market by 10x, then stay in that market.  If you can’t grow by 10 times, then expand into other markets where you can.
  3. Companies aren’t like families.  Families provide unconditional love and are highly dysfunctional.  Companies, rather, are high performance teams.  Sports teams make their players try out for their job every year.  If you need a great left tackle, you shouldn’t just keep someone because they were there last year.
  4. A great company is not sushi at lunch; it’s working with incredible people.
  5. Don’t optimize for people who follow process, optimize for people who think and are mavericks.  Flexibility is more important than efficiency.
  6. Coordinate team on strategy but avoid buy0in on tactics.  Think: Highly aligned, loosely coupled.   Occasionally stuff goes wrong, but this allows for much better speed to execution.
  7. Managers need to ween selves from crutch of an employee’s time in seat vs how they’re succeeding.
  8. If a smart person does something dumb, figure out the problem in the context that you set, not the tactic that they failed at.
  9. Value is what you hire and fire on.  Forget the bs flowery stuff.  Your values are based on what makes you decide to hire someone.

When I caught up with Reed after his speaking gig, we talked a little bit about some of his other ideas on compensation.  I’m not sure I buy into those yet, but he’s got me thinking…

reed_hastings_netflix
Reed Hastings, CEO of Netflix

Filed under: ceo

Terr says...

McKesson Corporation, the nation’s oldest and largest healthcare services and IT company, today announced the release of its 2008-2009 Corporate Citizenship Report and launched the McKesson Foundation’s new strategic focus on chronic disease management. Designed to minimize paper and energy usage, the Company’s new online-only interactive report tells McKesson’s corporate citizenship story through the voices of McKesson employees and stakeholders. McKesson’s Corporate Citizenship Report is available at www.mckesson.com/citizenshipreport.

McKesson’s 2008-2009 Corporate Citizenship Report
McKesson’s 2008-2009 Corporate Citizenship Report highlights the Company’s high levels of employee engagement, commitment to environmental sustainability, culture of diversity and inclusion, and industry leading efforts to improve the safety, quality, and cost of healthcare. Corporate social responsibility principles are embedded within McKesson’s mission and focused goal of helping its customers improve patients' lives. For example, in the last year nearly half of McKesson’s 32,000 employees participated in the Company’s annual Community Days volunteer event. At hundreds of sites worldwide McKesson Community Days volunteers created more than 16,000 care packages for hospitalized veterans at VA medical centers. 

McKesson’s environmental sustainability journey, while still in its initial stages, has already yielded rewards for the planet and the Company, including a better understanding of McKesson’s greenhouse gas emissions, cost savings and employee participation. In 2008 McKesson established an executive-level Environmental Council and then launched a network of 12 employee-led Environmental Councils at McKesson sites around the world. After only eight months, McKesson Environmental Councils were responsible for projects that not only reduced the Company’s environmental impact but also resulted in nearly $100,000 in cost savings. In August McKesson also unveiled it’s first LEED-certified pharmaceutical distribution center located in the Chicago, Ill. area.

“At McKesson our belief is that a commitment to good corporate citizenship is a fundamental part of creating sustained value for both society and the company,” said Carrie Varoquiers, vice president of corporate citizenship and president of the McKesson Foundation. “McKesson’s corporate citizenship work complements the Company’s goal of helping our customers improve patients’ lives.”

Information within McKesson’s 2008-2009 Corporate Citizenship Report is framed by the Global Reporting Initiative (GRI) G3 Guidelines, internationally recognized sustainability and social responsibility reporting standards. McKesson self-declares this Report to GRI application level C. A full list of GRI indicators and McKesson's reporting on these indicators is available in the Corporate Citizenship Report’s GRI Index. McKesson publishes its Corporate Citizenship Report biennially and released its last report in fall 2007.
 
McKesson Foundation Strategic Focus on Chronic Disease Management
In conjunction with the Company’s Corporate Citizenship Report release, the McKesson Foundation announced a new strategy to focus on chronic disease management. By combining the Foundation’s cash donations with McKesson Corporation’s deep institutional health care services and IT expertise, the program seeks to further the social impact that can be achieved. The Foundation’s near-term commitment is to fund innovative diabetes management projects.
 
During this challenging economic environment the Foundation has also expanded its matching gift program for employees and opened it up to all eligible 501(c)(3) organizations. For more information about the McKesson Foundation visit www.mckesson.com/foundation.

 

Filed under: CEO

Customer intimacy and multiple interactions win. Social media allows us to stay close to our friends, our relatives and our colleagues.

What about marketing now ? How to face those new challenges putting us on a transparency mode ?

This is a huge opportunity. That means no big advertising budgets and no hype for the sake of hype.

Personal brands could be more visible than ever and deeply impact businesses. People are looking for human interactions, not strictly corporate ones.

By joining conversations, bosses could share their passion and gain community recognition. 

Filed under: ceo

Jerry says...

The glasses didn't fool me.

Filed under: ceo

vsagarv says...

(Disclaimer: I deeply believe that good technologists can run any enterprise, even art houses).

A couple of days back, Newsweek's Daniel Lyons wrote of Microsoft's lacklustre performance under Steve Ballmer's leadership. These lines, in my opinion, are at the core of Lyon's argument about why MSFT was better off in the hands of Bill Gates:

Ballmer is by all accounts an incredibly bright and intensely competitive guy. But he's no Bill Gates. Gates was a software geek. He understood technology. Ballmer is a business guy.

Tech companies must be run by real good tech people. This blindingly simple concept seems to escape many minds. Banks are run by financial experts. Universities are headed by academicians. Law firms by lawyers, Hospitals by doctors, Wall.St by Mafia (ok, MBAs). However, as soon as a tech startup begins to see financial success, "biz" people try to get into the act of running it.

Engineers of a tech company must believe that they have a CEO who understands & speaks their language. Else, instead of heated debates on killer product features, their water cooler discussions tend towards joint ROTFLs with anecdotes of Wally, Dilbert and the ever clueless PHB.

Filed under: CEO