Television Stations Beefing Up Investigative Reporting Teams

Posted on December 17, 2012 by admin

After a lull in investigative reporting, Dallas/Fort Worth news stations are making big investments in investigative reporting teams. KXAS-TV has a five person team that includes reporters Scott Freidman and Deanna Dewberry as well as a producer, researcher, and a full time photographer. KTVT-TV has also added reporters Brian New and Mireya Villarreal-Gideon. Of course WFAA-TV still has veterans Brett Shipp and Byron Harris and KDFW-TV has Becky Oliver.
Why the change? During crucial ratings periods investigative stories are one way for stations to differentiate themselves from the competition. It is very difficult to distinguish coverage on stories involving crime, weather or a dust up at Commissioners Court. Investigative stories are attention grabbing and unique.
With this in mind, it is important that companies and government agencies have a strong and well developed media relations policy. This means much more than referring the media to a spokesperson. A media relations policy is a comprehensive combination of policies and procedures that allow you to anticipate issues, deal with reporters in an effective and timely manner, understand the legal issues involved in dealing with the media, and make the best case for your side of the story or make a convincing case that you aren’t involved in the issue.
To learn more or receive a copy of our book, Crisis Management in the Internet Age, please contact The Margulies Communications Group at (214) 368-0909.

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David Margulies Reports Sully Sullenberger Offers an Important Insight into Crisis Management

Posted on October 30, 2012 by admin

For those of us involved in crisis management and prevention the first thoughts of Capt. Sully Sullenberger when the engines on his plane failed while flying over New York City were not a surprise.

“My initial reaction was one of disbelief. I can’t believe this is happening. This doesn’t happen to me.” (Capt. Sully Sullenberger, February 8, 2009, “60 Minutes”)

Fortunately, Sullenberger’s denial lasted only a few seconds. He was able to take control of the situation and make a miraculous emergency landing in the Hudson River saving the lives of the 155 people on board.

Denial is a common response to a crisis or the potential for a crisis. It is the reason that many organizations lack a crisis management plan or ignore situations that have the potential to escalate.

The crisis management plans we create for our clients are based on our 26-years of experience in the area, as well as many of the proven strategies utilized in the aviation industry to deal with emergencies. Every cockpit on an airliner has a book of checklists that guide pilots through the steps they need to take in the event of a specific problem. Checklists are vital when people are under pressure and help make sure something isn’t missed and that best practices have been considered before they are needed.

We focus on one of the first rules of aviation safety – “first fly the plane” – to make sure that the crisis doesn’t create bigger problems by distracting key executives from important roles within the organization. There are many instances where perfectly functioning organizations (aircraft) crashed because management (the pilots) were distracted by a minor problem.

Finally, a crisis management plan has to be realistic. Too many appear to come from textbooks and have little relationship to the way issues unfold in real life. Many plans ignore the dramatic impact social media has on communications and media coverage.

Ask the question today, “In a crisis will we be able to utilize a well-crafted plan and fly the plane or will we hit the mountain while trying to figure out what to do?”

Capt. Sullenger’s book, Highest Duty: My Search for What Really Matters and my book, Crisis Management in the Internet Age are available at amazon.com and Barnes&Noble.com
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Contact Information
The Margulies Communications Group
www.prexperts.net
phone: 214-368-0909
fax: 214-692-5959
david@prexperts.net

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PR Expert Says Devil’s Advocate Could Have Prevented Komen Race for the Cure PR Issues

Posted on February 15, 2012 by admin

Recent stories in the news illustrate how important it is that every organization incorporates a strong devil’s advocate in their decision making process. The term devil’s advocate refers to the Catholic Church’s canonization process, in which a canon attorney is given the specific role of arguing against each candidate’s sainthood. In any institution, fully vetting proposals by thoroughly debating their pros and cons leads to better decision making and helps avoid the public relations pitfalls that have recently made headlines for the Susan G. Komen for the Cure Foundation.
A devil’s advocate tests an organization’s policies against how an average consumer, customer, donor, voter, regulator or the news media might react. They look at the issue from the outsider’s or the opposition’s point of view. In litigation it is common to stage a mock trial where a defense attorney passionately argues the plaintiff’s side of the case to help find weaknesses in the defense. Too many organizations avoid this process and fall victim to confirmation bias, where people only seek information that confirms their conclusions. In their excellent book Billion Dollar Lessons, authors Paul Carroll and Chunka Mui describe one corporation where the culture forbade using the word “problem” and required executives to only discuss solutions. The book describes how the company lost $2 billion on a failed software project because no one could say that the whole thing was a mistake.
The recent controversy surrounding the Komen Foundation illustrates a common problem. It appears to be supervised by a small, closely knit board of directors. It is common in this type of situation for people with similar viewpoints and life experiences to reinforce each other’s beliefs or to want to avoid disagreement and controversy on the board. A more diverse board of directors or the presence of a respected devil’s advocate from outside the foundation’s leadership could have easily identified the likely fallout from the decision not to grant further support to Planned Parenthood.
A complete discussion of the issue would have provided an opportunity to evaluate the likely response from Planned Parenthood supporters and the Foundation’s own donor base, the growing impact of social media in this type of controversy and whether the justification for the decision would stand up to close scrutiny.
Sometimes the process of utilizing a devil’s advocate leads a decision not to move forward with a controversial initiative. Other times, it makes sure that the organization has fully evaluated the likely fallout and has developed a communications plan that addresses likely controversial issues immediately, instead of only dealing with negative coverage as it occurs. Without a communications strategy, organizations often mishandle their public response, and risk having controversies dragged out over an extended period of time.
Many organizations fail to develop an effective devil’s advocate because executives are concerned that the role will cost them their jobs. Former Defense Secretary Donald Rumsfeld spoke to the issue when he described the best attributes for a presidential advisor.
“Don’t accept the post or stay unless you have an understanding with the president that you’re free to tell him what you think ‘with the bark off’ and you have the courage to do it.”
Today, smart organizations make sure that the role of devil’s advocate is well defined and valued. No one should fear the loss of their job for making sure that all sides of an issue are fully explored before a decision is announced.

David S. Margulies is the author of the book Crisis Management in the Internet Age and president and founder of the Margulies Communications Group, a public relations and crisis management firm based in Dallas.
David S. Margulies
(214) 368-0909

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Foreign correspondents at great risk as they cover violence in the Middle East

Posted on March 20, 2011 by admin

 

A great deal has changed since I was an NBC News correspondent covering the civil war and later the invasion of Lebanon by Syria in 1976. The logistics of getting information out of a war zone have changed dramatically.  It was not uncommon for us to have to travel overland through Syria to Jordan or to have to ship our film to Cypress in order to get our stories to a site where they could be sent by satellite to New York.  Today portable satellite uplinks, cell phone technology and the Internet have made it much easier to deliver pictures and reports.

What has not changed is the real danger foreign correspondents, photojournalists and local reporters and support staff face each day in covering this type of news story.  Many of the areas where they work have little or no real law enforcement.  Journalists are often targets of attacks by police backing whatever regime is in power. In addition, there are thousands of people with weapons.  In Lebanon it was not uncommon to see children playing with guns.  It was clear that many of those with arms had little knowledge of how to use them or of the dangers of firing them indiscriminately into the air. We covered one funeral where mourners firing into the air killed accidentally killed some of the people in the crowd.

Foreign correspondents depend on local journalists and support staff for much of their information as well as for guidance in navigating the different factions.  In Lebanon, despite having three full time drivers on staff we had to hire additional help if we were going into a region where a local guide was needed to survive the trip.  For each on air correspondent there are often a dozen or so support staff putting their lives on the line as well.  We should keep all of these folks in our prayers.

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Media Relations Expert David Margulies Asks: Did Barbara Walters Attack Katie Couric This Morning on CNN’s Reliable Sources

Posted on January 2, 2011 by admin

On this morning’s Reliable Sources (CNN) Barbara Walters seemed to be criticizing CBS Evening News anchor, Katie Couric, in this exchange with host Howard Kurtz.

(Kurtz) “Sarah Palin is a woman who got offended when Katie Couric asked her what newspapers and magazines she read, but she responded very well to your questions.”

(Walters) “I think what bothered Sarah Palin was that she came out looking uninformed and stupid. I don’t come out belligerently. I don’t give my political point of view. And if I don’t get an answer, I say something like, “What’s the biggest misconception about you?” And it’s amazing what you learn. I’m not out for the kill. I’m not out for “the get.” I’m out to have you know this person.”

I have a lot of respect for Walters. She has been more successful, had a longer career and made more money than any of the men who belittled her when she first started working as a journalist.  But this morning she took a cheap shot at Couric.

In my book (Save Your Company, Save Your Job – Crisis Management in the Internet Age) I talk about the Palin interview. Couric is quoted as saying she actually stopped her interview with Palin to make sure she understood the question concerning her reading habits.

The important point to remember here is that asking someone what they read is an open ended question. It is also predictable and should be relatively easy to answer. Having Palin spend hours with a network news anchor just weeks after she becomes the vice presidential nominee was a dumb mistake. No matter how smart the candidate a few weeks is not enough time to prepare for the wide range of questions a candidate can be asked to address.  While I agree with Walters that reporters often press for specific answers on issues that require a more thorough explanation that wasn’t the case here. At least Couric didn’t ask Palin what kind of  tree she would like to be.

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Crisis Expert David Margulies Says New York’s John J. Doherty Made Classic PR Errors in Snow Storm Response

Posted on December 31, 2010 by admin

By any standard John J. Doherty, New York City’s Sanitation Commissioner is a respected veteran in his field. But on Wednesday he made one of the classic media relations mistakes I discuss in my book Save Your Company, Save Your Job Crisis Management in the Internet Age.  On Wednesday Mr. Doherty made a specific prediction that every street would be cleared of snow by the next morning.  As the New York Times reported “His vow on Wednesday that every street would be cleared by the next morning was catnip for photographers on buried blocks eager to prove him wrong.”

Doherty made the classic blunder of making a prediction when he didn’t control all elements of the situation.  As he noted, some people tried driving their cars creating additional roadblocks for snow removal equipment.  New York City has thousands of miles of streets and there is no way Doherty could accurately predict when they would all be plowed. Snow plows break down, employees get sick or are injured and sometimes equipment is diverted for emergencies.  In the Internet age there were millions of New Yorkers with cell phones capable of taking pictures in every nook and cranny of the city and transmitting them to the news media with the push of a button.  Many politicians and business executives succumb to media pressure to provide a specific timeline for events. That is a huge mistake and the media and public are unforgiving even if circumstances change or there are a few minor exceptions to the promise.

I also believe Doherty’s problems stemmed from another situation we see all too often.  Doherty describes wanting to be seen as a hands on leader.  He wants his employees to know he is out there with them and is proud of the fact that he often sleeps in his office.  Tired people make dumb mistakes. That is why there are specific time limits on the time a truck driver can spend behind the wheel or a pilot can spend in the cockpit.  Yet, we expect business and civic leaders to remain sharp minded and fresh without adequate rest.  When they are stressed they tend to say things they later regret. At least Mr. Doherty didn’t say he wanted his life back.

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Crisis Expert and Author David Margulies Picks Best and Worst Crisis Management in 2010

Posted on December 20, 2010 by admin

The Transportation Safety Administration (TSA) did the best job of crisis management this year, according to David Margulies, author of Save Your Company, Save Your Job – Crisis Management in the Internet Age.

John Tyner set of a media feeding frenzy when he posted a recording of himself telling a TSA agent “I’ll have you arrested if you touch my junk,” on the Internet. “TSA director John Pistole handled the issue with great poise using many of the strategies recommended in my book,” said Margulies. He expressed concern over the complaints but didn’t back down from the need for better screening.  TSA did not overreact to threats of Thanksgiving protests recognizing that people were not going to risk their holiday travel plans. Pistole also took the time to personally apologize to a man with a medical condition who was embarrassed during a TSA screening.

BP did the worst job of crisis management with its handling of the Deepwater Horizon disaster. CEO Tony Hayward placed his foot firmly in his mouth when he told reporters “I would like my life back,” as Gulf Coast families suffered from the impact of the spill. Hayward was then photographer sailing on his yacht and called the huge spill “relatively tiny.”

“It will be hard to top Hayward’s insensitivity, in the midst of a crisis,” said Margulies.  “Being photographed on the yacht compounded the problem and eventually cost Hayward his job.”

Margulies commended Southwest Airlines for using social media to promptly resolve a complaint by director Kevin Smith after he was removed from a flight because the airline said he needed to buy two seats because of his girth.  “Southwest was monitoring Twitter and responded quickly to Smith,” said Margulies. “The airline defended the policy but was able to quickly diffuse the issue. When it comes to social media Southwest gets it.”

“Toyota is still paying the price for a slow response to claims of sudden acceleration in some of its cars,” said Margulies. “Toyota used social media but did not address the issues quickly enough to avoid a great deal of unnecessary negative coverage.”

David Margulies is the author of Save Your Company, Save Your Job – Crisis Management in the Internet Age and president of the Margulies Communications Group.

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David Margulies Reports Media Sharing More Content

Posted on December 20, 2010 by admin

This Sunday’s Dallas Morning News features a fascinating story on the death penalty. The article involves Anthony Graves who was very nearly executed for a crime he did not commit. What makes the story interesting from another perspective is that the article was written by a reporter for Texas Monthly Magazine. The article illustrates the growing trend of cross promotion among media outlets desperate to build an audience in an increasingly fragmented media market. The Dallas Morning News gets to publish a compelling and important story. Texas Monthly is introduced to new readers who may not currently subscribe to the magazine or like me missed this particular story. Former ABC News president Roone Arledge started the trend of cross promotion when he would have different ABC News programs mention upcoming coverage on other shows. The trend continued as NBC began to use its broadcast network to promote programs on its two cable channel MSNBC and CNBC. Today it is not uncommon for talent from the cable channels to appear on the NBC broadcast network’s Today Show. NBC’s purchase of the Weather Channel increased the trend with Weather Channel reporters covering major weather events for NBC’s flagship Nightly News. It is also more and more common for magazine writers and editors to appear on programs such as Today to promote upcoming articles in their magazines or newspapers. The Dallas Morning News further leveraged the Texas Monthly story by directing people to the newspaper’s web site for additional coverage. The advantage of removing the silos that stood between different news organizations is that it can make quality content available on multiple platforms and to a wider audience. The disadvantage is that it leaves less room for more original reporting. From a media relations and crisis management standpoint these developments make it even more essential to identify potential issues and deal with them in a timely manner because stories, including inaccurate and libelous ones, that were once limited to one media outlet can now quickly spread to many others. As Winston Churchill once said “A lie gets halfway around the world before the truth has a chance to get its pants on.”

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An Inside Look at a Television Newsroom

Posted on December 15, 2010 by admin

Blogger Ed Bark has provided us with an interesting look inside the workings of a newsroom in a major market television station.  Ed covered the week-long civil trial involving former Fox4 (KDFW) reporter Rebecca Aguilar.  Aguilar’s contract was not renewed and she alleged that she was the subject of racial discrimination.

Ed does an excellent job covering the give and take between the two sides in the case. What interested me the most was how personnel policies in newsrooms have evolved over the years.  Whatever you think of the trial’s outcomes the Fox4 News Director was diligent in keeping a written record of her concerns about Aguilar’s reporting and news room citizenship over the years. The written evaluations included compliments as well as areas that the news director thought needed improvement.  In the end the jury thought the written record of problems was proof that the reporter’s ethnicity had nothing to do with the reason her contract was not renewed.

During two decades in the broadcasting business I never had a written performance review.  If a news director was upset about something he would let you know immediately and in person and often in language too colorful to put in a blog.  One news director’s favorite term for a screw up was a “Mongolian Yak Bang.”  His best memo went to two anchors after a night of election coverage. It said simply “one of you was well prepared and one of you wasn’t and you know who you are.”   Ed’s excellent blog on the television industry is called unclebarky.

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Social Media Blow TSA Controvesy Out of Proportion

Posted on December 6, 2010 by admin

The recent reports of a massive Thanksgiving disruption at airport security checkpoints is another example of how the Internet can impact mainstream media coverage.  John Tyner set of a media feeding frenzy when he posted a recording of himself telling a TSA agent “I’ll have you arrested if you touch my junk” on the Internet.  I’m still not clear who Tyner thought would arrest a federal employee for doing his or her job but the media didn’t stop to question the statement.  Instead, as is often the case, the Internet posting took on a life of its own.  Newspaper and television stations trying to localize the story looked for others who had problems with the TSA.  There were only a few legitimate complaints. But as is often the case, reporters doing man on the street interviews found opposing views often expressed by people who have no idea what they are talking about.

Others claimed they would organize protests at the TSA check lines during the busy Thanksgiving travel period.  Commentators such as Ann Coulter quickly jumped on the bandwagon, even though when pressed, they had no specific suggestions for improving the system beyond the vague claim that the U.S. could learn from Israel.  A few lawmakers, anxious for their 15 seconds of fame, jumped on the bandwagon.

TSA director John Pistole handled the whole situation with great poise and with many of the strategies I recommend in my book. While expressing concern over the complaints he didn’t back down from the need for screening.  He and his staff recognized that the general public was not going to risk their holiday travel plans or get into a fight with TSA agents at the gate.  The Thanksgiving travel period went smoothly as anyone who stopped to think about it knew it would. Those of us who travel frequently know that the TSA employees are polite and diligent.  As someone who was in the air at the time the first planes hit the World Trade Center I appreciate their efforts to get us home safely.

You can read more about this issue in an excellent story in the weekend edition of the Wall Street Journal entitled “In Defense of Scanners and Pat-Downs.”   You can learn more about our crisis prevention strategies in my book “Crisis Management in the Internet Age.”

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