Media Relations Tips by YAShuaib

3.      STUDY THE BOSS

*           Understand the personal disposition of the boss: his likes and dislikes, etc.

*           Update him timely with submission of media review, press clips etc.

*           Have self-confidence to give truthful and honest advice

*           While being loyal and faithful to the boss, handle the job professionally

*           Seek cooperation and support of other management staff

*           Avoid negative personality traits like arrogance, selfishness, and timidity

*           Adhere to oath of secrecy by safeguarding the confidence of the employers or

            chief executives, even after  leaving office

Failure of most press officers is due to their inefficiency, which can largely be traced to poor relationship with distrust and lack of confidence of the chief executives of their organisations as well as management. For instance, most press secretaries of ministries and big organisations are ignored or outrightly rejected by incoming chief executives, like ministers, governors, commissioners, managing directors. The situation is very rampant in public offices where political office-holders bring in new personnel as special aides to manage their image and that of the organisation.

In some cases, the existing officers are allowed to remain in their offices, but unfortunately without any official responsibilities. In such cases, instead of the frustrated media persons to read the handwriting on the wall, they succumb to the pressure and behave like messengers while others engage in reckless blackmail by sponsoring negative anonymous stories or engage in power tussle with the personal aides.

While one may not totally blame the chief executives for bringing in new persons who they trust, it is usually not fair if they refuse to give the existing officers a chance to prove their worth.

Many officers have been lucky to have highly understanding and cooperative bosses. Chief Executives’ positive personality dispositions may be similar but not the same. A media officer may report to other senior officers in the organisation.

I enjoyed direct relations with the chief executives at the Federal Ministry of Finance and at the Revenue Mobilisation Allocation and Fiscal Commission. For instance, as Chief Protocol Officer to Chief Anthony Ani, which was for a short while, interactions and instructions with the minister were at an informal level, which I formalised in writing through his special adviser. As the Personal Assistant (Public Affairs) to the Hon. Minister of State, Alhaji Abu Gidado, the interaction was direct as it afforded me the opportunity to know from close quarters his personality. Without mincing words, Abu Gidado is exceptionally humble, simple and extremely honest in every sense of the word. I explored those attributes in organising his convivial interactions with media representatives, not necessarily for publicity purposes but to have an idea about perception and to sustain their mutual understanding between them and the ministry. With that close interaction and mutual respect, ten years afterwards, he can still recall correspondents like Emeka Nwakpa of The Guardian, Emma Uja of The Vanguard, Ijeoma Nwaogu of Thisday, Ismail Sani of the now rested The Democrat and Jerome David of News Agency of Nigeria by their first names.

Engr. Hamman Tukur is also a personality in his own right: very simple and unassuming so much so that he relates freely with even the junior staff. Though stubbornly principled and blunt on factual issues, he believes strongly in constructive criticisms and usually allows his opponent to carry the day when they have superior arguments laced with statistics and verifiable data. He recognises that he is the chief executive of a body whose membership is composed of personalities of unquestionable integrity and accordingly allows others to represent the Commission at public occasions. Chairmen of respective committees also speak on behalf of the organisation, yet he takes full responsibility for the decisions of the organisation on sensitive national issues. He pays less attention to bureaucratic bottlenecks and primordial criteria in determining the ability of the staff to perform, as he believes in results and demands guarantee, not just assurance, on tasks to be accomplished.

Knowledge of the Boss:

Good knowledge about the boss, both as a chief executive of the organisation and a social personality over whom media attention may revolve, is imperative. In several cases, media attentions are more on personalities than organisation because they are the policy and decision makers. An organisation cannot be functional without its human-driver. In this direction, understand the character trait, temperament, hobbies, past experiences and qualifications, his likes and dislikes, phobia (if any) aspirations and expectations. These can guide in planning media strategies that can appeal to him.

Some bosses like media attention while others resent such exposure, regarding it as unnecessary distraction. Politicians and big corporate bodies believe in the power of the media and can go to any length to get favourable publicity for their programmes and products. They believe that through fair editorials, they are more acceptable to the public. While it is difficult to change those who are not interested in media activities, it is possible to change their attitude by showing them their competitors who have succeeded in winning public goodwill and patronage through openness to the public.

Human beings are dynamic. While some chief executives are highly reserved and introverted, others are gregarious and extroverted to the core; some are even indifferent to publicity. To improve one’s relationship with the chief executive, the officer should look for an appropriate and conducive period to discuss campaign programmes. If the boss doesn’t like media exposure even after persuasion, it is advisable to thread the path softly and carefully

Building Relationships:

A healthy relationship with the management can also enhance the confidence and credibility of the media relations officer. If other management staff and heads of departments are retained in their job even when there are changes at the top echelon, there should not be fears for the media officer who plays according to the rule. As a team player, the officer should respect the views and opinions of his subordinates and encourage them to make positive contributions in media planning. He should also delegate responsibilities to them instead of making the programme a one-man show. There is also the need for the other management staff and colleagues in the office to trust and respect the media man. Full support of staff in other branches would ease the task in one’s job.

It is necessary to restate the importance of observing ethical standards of strict adherence to the principles of accuracy and truth in information dissemination and the use of the best tools in advancing the cause of those he represents. He must be accountable for his actions and inactions and avoid deceptive practices that tend to corrupt professional integrity.

SWOT Consideration

In a desire to get closer to the boss, some press secretaries take the SWOT (Strength, Weakness, Opportunity and Threat) method to other levels. In order to influence the boss, after failing to woo him for cooperation, some officers like aides explore and lobby his family members, business associates, playmates, community and religious leaders.

It is necessary for a media relations officer to understand the personality of his boss - his likes and dislikes – and prove to him, in a humble manner, his ability to discharge his duties professionally. The assurance should not be limited to verbal expression or formal presentation in writing but demonstrated in every act and deed.

In a nutshell, the officer must try at all times to get the best support and cooperation of the chief executive and management.