In an era dominated by digital platforms, some question the relevance of traditional media relations and media training. In the high-stakes, hyper-scrutinised world of healthcare and pharma, have they had their day, along with old-fashioned journalism and print press coverage?
We say that your organisation’s proactive media relations strategy and the readiness of your spokespeople are more critical now than ever before. The media landscape has not shrunk, it has exploded. The 24/7 news cycle, the proliferation of digital platforms and the velocity of information mean that the opportunity for amplification – and the potential for crisis – is virtually limitless.
Are you using media relations and training effectively in the present? Have you moved your strategy to the next level? Have you considered the immediate risks if not? We consulted experienced media specialists Jo Willey and Laura Gibson to hear the case for keeping media relations and training at the top of your priority list.
The crisis of trust
The post-COVID era has seen a dangerous rise in suspicion and anti-science sentiment, from anti-vax movements to persistent rumours about drug links to specific conditions. This suspicion poses a big danger to our healthcare industry, making trust more important than ever. “If organisations keep silent or seem uncertain, doubt quickly takes hold, giving other authoritative voices the opportunity to take over the narrative,” says Laura Gibson. “Once you’re on the back foot, it’s almost impossible to regain control of the story.”
Disinformation spreads in seconds
Misinformation (unintentional sharing of false facts) and disinformation (intentional creation and spread of falsehoods) are pervasive. To safeguard its reputation, your organisation needs to be able to lead the narrative, enter the conversation, and actively correct disinformation. A passive approach is no protection. “Being properly media-trained prevents you from unintentionally fuelling incorrect information,” says Jo Willey. “The consequences of getting it wrong these days are permanent. Stories are no longer fleeting; they live forever in search results and can be easily hijacked. It’s nearly impossible to completely recover from a major misstep, so you need to avoid getting into trouble in the first place. This means having a strong media strategy, regular media training, and developing and cultivating key relationships with journalists.”
The value of earned trust
Paid-for content is everywhere, but editorial coverage is still one of the most trusted forms of communication, because it’s earned. “Audiences respect the validation of an objective third party. Great content that’s trusted, valid and authoritative through a strong media relations programme is worth far more than any commercial content,” says Jo.
On top of this, Laura points out how editorial media itself has changed. “Consumer trust in mainstream media has been eroded, and new, right-leaning, opinion-led channels have emerged. We’re also increasingly seeing ‘rage baiting,’ where channels and politically motivated groups share provocative content, primarily online, to generate engagement. For responsible organisations, media relations and training are vital to navigate this and ensure your messaging doesn’t unintentionally fuel public anger or social division.”
The new remit for media relations and training
he scope of media relations and training now extends beyond press releases, public speaking and reactive interviews. It’s a diverse and sophisticated part of reputation-building, touching every point of contact a leader has with the outside world. Jo says: “A structured approach is key to ensure consistency across what’s said at every opportunity, internal and external. You need a foundation of robust core messages that are rigorous and factual. Then you need to be able to express these messages in different ways to engage a range of people, from technical conference audiences and investors to consumers and the media.”
That means leaders must be able to adjust their own level and communicate consistently across all messages with all stakeholders. During the COVID-19 pandemic, Sir Chris Whitty’s clear, factual delivery contrasted with Professor Jonathan Van-Tam’s brilliant use of great analogies and storytelling to connect with mass audiences. Media training enables your leaders to make these critical adjustments while maintaining message rigour.
Jo adds: “You also need to embrace media evolution, like individual journalists’ channels on YouTube and the rise of bite-size content. Sometimes you have just seconds to get a message across: the power of the snappy soundbite remains huge.” But with news shared and opinion regularly formed on social channels, it’s all too easy to breach ABPI regulations. “LinkedIn is a good example,” says Jo. “It’s a global platform, but because other countries have different regulations, it’s dangerously easy for UK professionals to accidentally fall foul of UK compliance rules by liking, sharing, or commenting on certain posts. It could constitute prescription drug promotion, which is banned in this country.” Media training, company social media guidelines and a solid social media strategy provide the knowledge to navigate these subtle but high-stakes regulatory boundaries.
Communication and evasion in crisis management
In the 24/7 media world, the luxury of having 12 hours to prepare a response to a breaking story is gone. You need to respond immediately. Every organisation needs a rigorous crisis communication plan, ready to go at a moment’s notice.
Laura says: “Organisations must be bolder, take ownership and lead the narrative.
Never say ‘no comment’ or ‘we don’t know.’ This type of evasion is a loss of credibility. When you refuse to engage, others will drive the narrative to places where you don’t want to go.”
Today, there are so many commentators and citizen journalists that every angle will be dug up. Laura’s advice: “Attempting to hide difficult issues is naive: you must be upfront and step into the difficult issues. Be confident, be transparent and be prepared to answer questions about all aspects of your business. It’s the only way to ensure you control the story.”
Historically, healthcare organisations have had a public trust problem. By embracing scrutiny and taking the lead openly and honestly, industry leaders can start to rebuild that lost trust and ensure they’re on the front foot. Individual organisations need strong, proactive media relations campaigns, championing themselves and their work, alongside a collaborative industry approach to counter negative narratives about the life sciences sector.
The case for investment
“The most compelling business case for ongoing investment in high calibre media relations and training is the cost of the risks associated with not getting it right,” says Jo. Consider the devastating reputational and financial damage that came from these casual, ill-judged comments:
- Ratners: CEO Gerald Ratner’s reckless comments about his own products led to the collapse of a multi-million-pound business.
- Brewdog: an initially unapologetic and defensive response to allegations about staff treatment significantly compounded reputation damage.
PR and media relations are strategic functions that should direct reputation communications rather than picking up the pieces. Laura says media training needs to be a repeated process “like long-term preparation for a marathon. It’s not a box ticked by a single session; it’s a vital must-have to ensure business as usual.”
Jo adds: “In the digital era, journalists are constantly connected to news input but hard to reach at their desks. That means building and nurturing key journalist relationships requires more rather than less time, skill and experience. Media relations is not old-fashioned. You need a very modern skillset to become a valued, trusted contact who can add real value to a story.”
Do you know what to say next?
Media relations and media training are vital contemporary communications disciplines in a multi-platform world where disinformation is a massive threat and public trust is fragile.
Are you investing enough? Do you have the skills and resources you need today to manage this dynamic landscape? Are you really prepared if a crisis hits this afternoon?
About The Difference Collective
At The Difference Collective, we have a team of talented, senior media relations consultants like Laura and Jo, with deep experience working as journalists, strategists and communicators in leading healthcare organisations, and in regional and national broadcast and print media. They can help you assess your organisation’s fitness and level up your capabilities quickly and with focus. Cut to the chase: our Healthcare Stacks are designed to support you with rapid access to crucial skills and resources in Media Relations and Media Training.
