I’ve always understood the “no gifts” concept with the press. If you receive a t-shirt or a photo album from a manufacturer who is later involved in an antitrust or union dispute and you are supposed to report on them — whoa, you could be viewed as lacking credibility. The same is true of having a source pay for lunch, a cup of coffee or even your parking meter.

It’s not surprising that journalists take offense at any hint of bias. Most journalists believe in upholding the fourth estate — a group of conscientious (albeit underpaid) defenders of the TRUTH.

Some had a reality check when the TRUTH was translated into revenue, multi-media empires and dispensable employees. Still, there are warriors out there. They go to the newsroom every day with the idea that their words will make people aware of what’s going on in the world, will motivate people to take a stand, will explain some of the most complex issues we face today.

So when I call a reporter or editor and get the cold shoulder, I think one of a few things in no particular order:

1) This person is having a bad day.
2) This person has a bias against PR people.
3) I didn’t do my homework on this idea.
4) I didn’t do my homework on this medium.

Public relations can sometimes feel like throwing spaghetti up against the wall. But good public relations requires some in-depth knowledge of the press, what constitutes a newsworthy idea and how to connect with the right people who have the time and inclination to give the idea a chance.

Get a Clue
I have been accused of not reading a publication before sending in an idea. While this is not true, I admit that it is challenging both to understand the nuances of every potential medium that you approach and send the idea at just the right time. For example, I try to keep up with about 30 different publications. Each has its own publication schedule, areas of focus each month, changing reporters and editors and preferences for how ideas are submitted.

If you really want to get into that publication, however, you have to do your homework. Most reporters and editors don’t have time to refer you to the right contact. They assume that if you read the articles or view the program, you should know. Expecting otherwise creates a bad first impression.

If you can’t find a newsroom directory online, contact the front desk of the newsroom and see if someone can recommend a contact. Get that person’s name so you can refer to him or her when you call the reporter or send an e-mail pitch.

Most monthly publications also have an editorial calendar that can give you an idea of their focus, themes and special sections. You can find it online or by asking for a media kit from the advertising department. Talk to an advertising representative to find out which sections are editorial (generated by the newsroom) and which are advertising based. This is another sticky area for some reporters. They don’t associate with advertising and don’t want their work referred to as an “ad.” You might refer to their work as a story or article. Use the word “column” if they are writing an opinion piece; you’ll know it’s op/ed if their picture is printed with it.

In the realm of television and radio, the people you see and hear on the air aren’t usually the ones in the trenches doing the reporting. Contact the stations or check out their websites to see who covers which topics in the newsroom.

Add Value
Your job in public relations is to make a reporter’s life easier. Let the reporter know that you can provide sources on a particular topic. Send ideas that are informational, not promotional.

For example, anniversaries and other company news are difficult to pose as newsworthy unless you are with a Fortune 500 company or are Donald Trump. If your company has public stock, you might get a bite. If not, try to find a People or Events section in the business pages or a niche trade publication to proclaim your news.

More trade and business publications these days also welcome expert submissions. Find out from the editor which sections are open to contributors. These submissions are often unpaid, but can translate to thousands of dollars in public relations impact. You primarily control the message and get a bio and sometimes a photo of your “expert” in print.

The trick, however, is to provide information and not a sales pitch. Editors frown on submissions that are trying to sell or talk about your company’s services. They want real information that readers can use in order to make smart business decisions.

Focus Your Ideas
Turning your company’s knowledge into a newsworthy idea or article is the art of public relations. One question to ask is if the idea is something you would want to read about. Where would you typically read about it? Who in your company could provide the information or perspective on the idea?

Have a brainstorming session with people in your company who are both knowledgeable of industry trends and interested in being spokespeople or supporting public relations. They will be motivated to come up with ideas and work with the media.

I like to focus ideas by writing them as headlines. A headline must tell the reader what the story is about in a few words. For example: “Law Firm Recruitment Goes Digital.” It has a subject and an active verb. It tells you that recruiting is changing for law firms. If you have an attorney or human resources person in your firm who can provide information or write an article on leveraging technology to improve recruitment, you have a very focused and informational article that other attorneys would probably like to read. This is the pitch you send to a business or legal trade publication.

Why would this type of story support business development? Although it is not focused on a practice area of the firm, it shows that your firm is progressive. Consistent positive press also increases firm recognition in the minds of prospects. Improve your chances with this idea by pitching it when the publication is focusing on recruitment or has a special section on attorneys in the next three to six months.

Timing is Important
I give the timeline of three to six months because most mediums plan articles and topics well in advance. Most magazines plan six to 12 months out. So create your public relations plan and brainstorm ideas according to that schedule.

Also keep in mind the busy times at your firm. If you know that your media experts or spokespeople will be tied up at certain times, it helps to have several public relations opportunities either scheduled or in the pipeline so that they hit during the busy season. So if your busy season begins in October, you should plan and pitch to magazines, for example, in early to mid-summer so that the articles will publish in the fall and winter when everyone is busy. This results in consistent public relations exposure throughout the year.

Again, making a reporter’s or editor’s job easier by understanding their desire for objectivity, information and timeliness can improve your chances for positive press and establish your firm as a consistent media resource.

Rainmakers are ‘in’ and most of us know we have to start developing these skills early. Spending the early part of your career focused on billing hours and then being asked to suddenly become a Rainmaker as you sign the partnership papers just does not work. As a result, most firms are recognizing that they have to help their younger staff learn communication and marketing skills as they as build their technical competencies.

The more I work with firms building teams, the more I wonder if this emphasis on Rainmakers is not a little one-sided. While bringing in new clients is critical to a healthy firm, there are many other valuable ways to be a leader. Ingenuity has identified and developed four different paths toward leadership in a firm. We believe that in addition to adding your billable hours to the firm, every person also makes choices to assume some of the burden of leadership in at least one of the following four areas.

A Rainmaker or Mistmaker, which includes:

• Bringing in new clients regularly
• Knowing many potential referral sources
• Knowing a large circle of people
• Being well-known by a large circle of people Being well-known for specific expertise
• Meeting new people
• Bringing in new business from current clients
• Knowing how to sell new business
• Being your firm’s ambassador, engaged in civic or community activities

A Client Service / Relationship Master, which includes:

• Bringing in new clients occasionally, mainly as referrals from current clients
• Getting to know the business and personalities of client very well
• Being able to bring in new work from current clients
• Being known for specific expertise
• Knowing a few good potential referral sources
• Knowing a small circle of people well
• Being known by a more select group of people
• Knowing how to nurture current relationships
• Knowing how to bring in new issues from current clients

A Technical Expert, which includes:

• Being one of the leading experts in the field and well known for this expertise
• Supporting Rainmakers and Client Service Managers with technical help and expertise
• Knowing a small group of people well
• Avoiding the spotlight but being ready with information and ideas
• Knowing how to support new business developments by
• supplying ideas, trends, expertise and white paper, coming in as a specialist during the selling process, etc.
• Serving clients with special knowledge or ideas

A Firm Foundation Leader, which includes:

• Recruiting / Hiring or other HR tasks
• Integrating systems with the overall firm
• Mentoring others
• Handling and resolving internal conflicts
• Planning for and managing firm growth
• Building systems or infrastructure for everyone to use
• Developing operations, IT, finance, marketing or other internal departments
• Managing partner or executive committee service
• Providing future vision and strategic goals

As you advance your career, become a strong leader in at least one of these areas. Firms should consider that while Rainmakers are critical to success, so are the three other contributions to firm leadership. Ensure your firm’s future by helping develop leadership capacity in all four areas.

If you are interested in developing leadership capacity in your firm, talk to us about our young leaders groups. Contact Wendy Nemitz at wendy@ingenuitymarketing.com.