What I (re)learned in Europe?

As I write this, I am reflecting on what was an action-packed week at the Mobile World Congress in Barcelona. Held once yearly, the show really is the Olympics of wireless telecommunications. There I met with numerous journalists, each very knowledgeable not only in wireless, but also on the business of journalism. I spoke to many and it’s always good to hear (again and again) what reporters hate:

1. Don’t present your idea like you’re a fellow journalist. “Another thing that irritates us is getting pitches from PR people presenting the idea like they’re freelance writers,” shares one reporter. “They don’t start with an introduction of themselves or the client. If it’s sent via email, they’ll write it in the voice of a story pitch—so it basically looks like it’s from someone seeking an assignment. For example, someone might write, ‘I think I have a great story that would be perfect for Wireless Week: GSM is set to dominate …’ Then you get to the end and find out this storyteller is a PR person. That’s not right. Be clear about who you are and who you represent from the top.

2. Don’t patronize or pretend at familiarity. “Another peeve is people calling and acting like they know us or like we’ve talked before,” another reporter said. “A better way to start is to say, ‘Hi Joe, this is so and so. We haven’t talked before, but I think my client has a product you might be interested in.’

His advice: “It comes down to never tricking an editor. Never misrepresent yourself or your client. Be up-front with who you represent from the top. I want to know who you are and why you’re reaching out. Also, don’t tell us what will be good in our magazine. Show us that you understand and get the magazine’s coverage, but don’t say, ‘You should be covering this new idea.’ Make us aware by saying why the idea might be worthy—but don’t do it in language that sounds like you’re trying to tell us how to do our jobs,” she cautions.

3. Don’t be a one-hit-wonder—treat every pitch like the beginning of a relationship. “PR people have to realize that editors and reporters don’t have a magic wand,” the reporter added. “I mean, we have to pitch our ideas, as well. We have to make a judgment call and turn around and pitch to our people here. We can’t pitch something that’s not right—so give us some room to make that decision. Don’t take it personally. And learn to just let it go if it doesn’t fit. Every pitch could be the beginning or end of a relationship with an editor. Everything you say is a reflection on you and your client. If you [get pushy], I won’t want to work with you again,” she warns.

4. Don’t abuse email with non-targeted pitches. “Emails are inundating us today—and PR people certainly misuse email,” I heard. “Email is my dialog. It’s my work tool. If you send me something and interrupt me, it should be worthwhile. Some PR people are told to hit a bunch of magazines with an email pitch, but it doesn’t work. When I worked at Wireless Europe, for example, I got pitched an idea on menopause! That’s not an anomaly. It happens a lot. People don’t make sure it’s a match. They’re just going through a checklist.”

Her advice: “Be up-front if you don’t think it’s a fit. If you have to send a pitch because of the client, give me the wink-wink so I can say we looked at it and that it’s not right for us. You have to do your job—just be realistic. Say to me, ‘I know this isn’t something you usually cover, but . . . ’”

5. Don’t get carried away with follow-ups. “If you send an email without there having been any dialog, we’ll get back to you if we’re interested. That means you need to let it go if you don’t hear back,” says Alan, a reporter. “If you really want to have a face-to-face, then don’t email—just call. However, if you’re going to do the passive email thing first and then follow up with a phone call—that’s just too much.” His point: “Wait for us to show interest. And don’t expect a response if you leave a voice message. Don’t leave anything on voice message systems because we won’t call you back over a pitch just so you can cross us off a list. If you want to get through, don’t leave messages. Wait until I pick up my phone.”

It's Not All About Control

The plane that went down in the Hudson a few weeks ago (the one where everyone survived) really got me thinking about something that’s very near and dear to my heart – control.

Contrast a plane ride with a car ride for a second. This coming from a guy who flies very nervously several times a month.

The reason that I don't worry in the car is that I'm in control. That's misplaced confidence because there are a lot of idiots and bad drivers out there. And in the air, there are significantly less. But I'm not in control once I strap in. I have to trust the pilot, the air traffic controller, the maintenance people and the equipment. For a guy who likes to be in control, it's a lot of trust.I have the same issues at work. I'm not really a good delegator. It's not that I don't have confidence in the people that I work with - I do. But I'm just used to doing everything myself, so half the time I don't think to delegate or outsource or anything but roll up my sleeves and get things done.The problem is that it doesn't scale and my list isn't getting any shorter. So ceding control is really a survival instinct. You need to trust in your team, as much as you trust your pilot. Given my personality, it's a fight I'll need to wage daily, but it's one that is worth fighting. Life is too short to do everything yourself.

And not only that--- I see in my clients, so clearly what I see in myself --- the art of delegation! (or lack thereof).

To run a successful PR program, you have to delegate more and do less. Trust us, dear client --- you’ll be better off because of it. After all, if you could do PR, you would not have hired us. Right?