14 Trust-Busting Ways to Destroy Your Credibility with the Media

Media and presentation skills coach Edward Segal contributed today's post. He has written for The New York Times, The Washington Post, The Wall Street Journal and The Los Angeles Times, and is author of Profit by Publicity. His post describes 14 ways publicists, spokespersons and executives destroy the media's trust.

Credibility is essential when trying to generate publicity. 

If you are in the public spotlight (or want to be), your ability to instill trust among the media will determine your reputation with reporters, editors, columnists and bloggers.

Trust is about establishing (and maintaining) successful working relationships with those on whom you depend for publicity.

Unfortunately, there are plenty of ways to get on a reporter’s bad side. Here are some of the major ones, followed by the excuses you might use to justify violating the media's trust.

But then, why would you?

1. Don’t return e-mails, texts, or phone calls from the media. (Excuse: “Don’t they know I’m busy?”)


2. Refuse to provide the source of facts, figures, research, or other information that you include in your news releases or answers to questions from the media. (Excuse: “They should believe me, and not question where I got the information.”)


3. Don’t spell check, proof, or fact check news releases and other press materials. (Excuse: “There’s no such thing as perfection. Beside, who cares if it’s not 100% accurate?”)


4. If you don’t know the answer to a question posed by a journalist, just make it up. (Excuse: “Politicians do it all the time, so why shouldn’t I?”) 


5. Don’t post the latest news releases and other information on your Web site. (Excuse: “They could Google it if they want to.”) 


6. Plagiarize information, research, or quotes. (Excuse: “I have too much on my plate to write it myself. Besides, no one will ever find out!”)


7. Miss deadlines important to reporters. (Excuse: “I’ve have my own problems!”)


8. Agree to do media interviews on topics in which you have no knowledge or expertise. (Excuse: “Why should I pass up an opportunity to be quoted by the media?”)


9. Cite outdated or questionable facts, figures or other information in your press materials or conversations with reporters. (Excuse: “I just don’t have time to update all of that stuff myself!”)


10. Do or say something that will make the reporter look bad in the eyes of her editor, colleagues or audience. (Excuse: “Now she knows how it feels!”) 


11. Ignore time limits that reporters may impose on their interviews with you. (Excuse: “I have a lot to say!”)


12. Deny you gave the reporter information that proved to be false or wrong, even though you did. (Excuse: “What difference does it make? Reporters get things wrong all the time.” 


13. Show up or phone in late for media interviews; better yet, don’t show up or call in at all. (Excuse: “I was having a really bad day and had much more important things to do.”)


14. Forget to send information to a journalist that was important for their story. (Excuse: “What’s the big deal? If it was that important, she could have gotten it from someone else.”)

Why is trust more important than ever?

Find out by reading Path of Persuasion.

How to Turn Your News Releases into News Stories

Media and presentation skills coach Edward Segal contributed today's post. He has placed stories in The New York Times, The Washington Post, The Wall Street Journal and The Los Angeles Times, and is author of Profit by Publicity.

The news release is one of the most important and effective ways to tell the media and the world about you or your organization, what you are doing, why you are doing it, when you are doing it, and how you are doing it. These one- to two-page documents should:

• Answer the all-important question of “who cares and why?” 

• Include the who, what, when, where, why and how of your story (whether it’s an announcement about the hiring of new employees, the opening of a new office, or an important award or recognition your company has received).

The best news releases are self-fulfilling prophecies: the more they are written as real news stories and sent to reporters who will be interested in them, the more likely it is that they will become news stories. 

Unfortunately, there is no such thing as a one-size-fits-all, fill-in-the-blanks news release. Rather, you should think of your news release as a custom-made dress or suit that must be carefully tailored to tell your own story in the most effective and attention-getting way possible. Here are 11 steps for preparing your own tailor-made news release: 

1. Include your name, phone numbers and e-mail, social media and Web site information at the top of the first page. This will make it as easy as possible for reporters to contact you if have questions about the release or want to interview you.
 
2. If appropriate, place your announcement in the context of relevant trends or developments.
 
3. Organize the information as if it were a pyramid, with the most critical information at the top and the least important at the bottom.
 
4. Summarize the announcement with an attention-getting headline.

5. Write a succinct opening paragraph that summarizes your story or announcement.
 
6. Explain the impact your story or announcement will have on audiences of the news organizations that receive the release.
 
7. Insert a short quote (no more than 35-50 words) by from company official about the announcement. 

8. If appropriate, include a call for action.
 
9. Include relevant facts, figures and background information. 

10. If necessary, include a picture that illustrates the announcement, accompanied by a descriptive brief caption (also called a cut line).
 
11. To signify the end of the release, insert -30- or ### at the bottom on the last page of the release and center it on the page.
 
In addition to writing your releases as if they were newspaper stories, be sure to abide by the same rules for grammar and punctuation that reporters follow when they write their articles. Refer to the Associated Press Stylebook for guidance.

While it is certainly not standard practice, if the release is well-written and meets the criteria of a legitimate news story, sometimes a news organization will simply run the release, or use major excerpts from it, exactly as you gave it to them.

Your Speech Insurance Policy

Media and presentation skills coach Edward Segal contributed today's post. Edward has helped hundreds of executives deliver memorable presentations. His advice is based on his experience as a journalist, public speaker, PR consultant, press secretary, and association CEO.

Opportunities to speak in public can be golden opportunities to discuss or demonstrate your expertise, accomplishments, activities or opinions. 

Here’s my checklist of items to keep in mind before you accept any speaking invitation, and suggestions on how to prepare for and get the most out of your presentation. 

Consider it, if you will, your speech insurance policy.

Invitations

• Don’t accept speaking invitations for which you are unqualified or unprepared (don’t let your ego get in the way).

• Ask the organization if there is anything special you should know about the audience or the group (forewarned is forearmed).

• Know the basics of the speaking situation (format, length, time, location, etc.). 

Appearance

• Dress appropriately (usually one level above the audience). 

• Remove any distracting jewelry, name tags or badges before you start (it’s all about you). 

• Stand out from your backdrop (dress in contrasting colors so you don’t disappear).

• Check yourself in a mirror before you go on (lipstick, food in teeth, straighten tie, check zippers and buttons, etc.). 

Equipment

• Test out the mike beforehand to know how far to hold it from your mouth. 

• Adjust the mike so it does not hide your face.

• Do not assume that just because you may a have a loud voice people will be able to hear you without a mike. 

• Assume nothing will work the way it should and plan accordingly (Murphy’s Law). 

Content

• Prioritize and limit your messages (limit them to 3 or 4).

• Customize your presentation to meet the needs of the audience or organization. 

• Answer the two key questions every audience has for every speaker and topic: Who cares? and Why should I care? 

• Make sure they understand you (refrain from using jargon, buzzwords, and technical terms and phrases your audience may not understand).

Rehearse

• Practice your presentation, but not to the point where it sounds memorized.

Don’t Talk to Strangers

• Greet people as they arrive (this will guarantee that you will not be speaking to strangers, but to people you’ve just met). 

Waiting to Go on

• Take one last bathroom break (better safe than sorry).

• While waiting to be introduced or, if on a panel, do not look bored or distracted while others are speaking (pay attention!). 

Delivery

• Know your stuff (your material, arguments, facts and figures).

• Know what you will say to open and conclude your remarks, and eliminate any unnecessary information in between. 

• Be sure to thank them for inviting you. 

• Tell them why you are there (don’t assume they know).

• Show your story, don’t just tell it (find and use charts, slides, props, etc.).

• Keep the audience awake (don’t bore them).

• Don’t get rattled if you forget some of your points; the audience will not know what you forgot to say. 

• Arrange for someone to give you a two-minute warning (don’t speak longer than scheduled). 

• Do not thank them for listening (it’s demeaning to you and to them).

• Give the audience the gift of time (end early).

Why is So Much Business Writing So Bad?

Why is so much business writing so bad, irritating customers and wasting workers' time?

It begins with box checking.

In the race to "get it done"—and check yet another box—marketers and product managers flout good-writing fundamentals.

Foremost, as journalist Shane Snow points up, is simple diction.

Readers are impatient drivers. Simple diction lets them speed. They want writers to keep the highways open. And they prefer the ones who do.

To prove the point, Snow entered passages from a variety of popular writers—including Cormac McCarthy, Stephen King, J.K. Rowling, Seth Godin and Malcolm Gladwell—into five proven calculators of "reading ease."

The resulting scores showed:

• McCarthy, King and Rowling write for people with fifth-grade reading skills; and

• Godin and Gladwell, for people with eighth-grade skills.

Snow asks: Do readers love only these writers' story-telling abilities? Or do they also love their approachability—in other words, their simple diction?

With half the US population reading at no better than an eighth-grade level, the answer's obvious. 

Yet most business communications are written as if we all could read like grad students, who don't slow down for Latinate words, jargon, run-on sentences, and page-long paragraphs.

But unapproachable diction isn't the only problem.

Good writing takes time. Time and the determination to inform, research facts, and think critically.

It takes more than the urge to check another box.

6 Energy-Saving Tips for Communicators

Self-taught his trade, Jack London said he discovered how to "transmute thought, beauty, sensation and emotion into black symbols on white paper" from Herbert Spencer's now-neglected 1852 essay The Philosophy of Style.

From Spencer, London "learned that the right symbols were the ones that would require the expenditure of the minimum of my reader’s brain energy, leaving the maximum of his brain energy to realize and enjoy the content of my mind, as conveyed to his mind.”

Foreseeing today's attention-deficient audiences, Spencer preached "the importance of economizing the reader's or hearer's attention, to so present ideas that they may be apprehended with the least possible mental effort."

"A reader or listener has at each moment but a limited amount of mental power available," Spencer says. Most of that energy is consumed when the brain takes in the written or spoken symbols, leaving little to spare for comprehension.

Spencer insists, "the more time and attention it takes to receive and understand each sentence, the less time and attention can be given to the contained idea; and the less vividly will that idea be conceived."

To compensate for audiences' sparse mental energy, writers and speakers should economize; or, as Spencer suggests, follow "the law of easy apprehension."

I've boiled his law down to six tips:

1. Avoid long, Latinate words. Use instead the short Anglo-Saxon ones we learned as kids. Use Latinate words only to express big ideas, because "a voluminous, mouth-filling epithet is, by its very size, suggestive of largeness or strength," and "allows the hearer's consciousness a longer time to dwell upon the quality predicated."

2. Use words that sound like their meanings. "Both those directly imitative, as splash, bang, whiz, roar; and those analogically imitative, as rough, smooth, keen, blunt, thin, hard, crag; have a greater or less likeness to the things symbolized; and by making on the senses impressions allied to the ideas to be called up, they save part of the effort needed to call up such ideas, and leave more attention for the ideas themselves."

3. Use specific, instead of generic, words. "If, by employing a specific term, an appropriate image can be at once suggested, an economy is achieved, and a more vivid impression produced.

4. Watch your word sequence. The order of your words should allow readers' or listeners' brains to process each as it arrives, with minimum effort. Put subjects in front of predicates, and give priority to big ideas by placing them at the front of the sentence. "The right formation of a picture will be facilitated by presenting its elements in the order in which they are wanted; even though the mind should do nothing until it has received them all."

5. Place subordinate parts of a sentence ahead of the main part. "Containing, as the subordinate proposition does, some qualifying or explanatory idea, its priority prevents misconception of the principal one; and therefore saves the mental effort needed to correct such misconception."

6. Place related words and expressions near one another. "The longer the time that elapses between the mention of any qualifying member and the member qualified, the longer must the mind be exerted in carrying forward the qualifying member ready for use. And the more numerous the qualifications to be simultaneously remembered and rightly applied, the greater will be the mental power expended, and the smaller the effect produced."

Don't have the energy to read Herbert Spencer's The Philosophy of Style?

Good news: there's a free audiobook.

Mindblind

Why does every management consultant want executives to become "storytellers?" Why does every grammarian want businesspeople to "write like you're having a conversation?"

Mindblindness.

Also known as the "curse of knowledge," mindblindness grips you when you know so much about a subject, you can't see it through the eyes of anyone less informed.

When you're mindblind—when can't imagine life for those who don't know what you know—you can't communicate why or how others should follow your directives; and you can't write (or speak) with clarity or concision.

Mindblindness produces not only unrealistic expectations ("We always delight our customers!"), but blame ("You slackers, you disappointed our customers!").

Mindblindness is a primary reason leaders fail, and why so much business writing stinks.

It never occurs to the mindblind that others aren't up on the latest jargon and grasp the steps too obvious to mention. So they don't bother to explain the jargon, spell out their logic, or supply details.

Philosophers call extreme mindblindness "solipsism," the belief that nothing exists outside your mind.

Bertrand Russell said that, although it could be true, solipsism should be rejected because it's easier to believe the external world—including other people's minds—exists.

“As against solipsism it is to be said, in the first place, that it is psychologically impossible to believe, and is rejected in fact even by those who mean to accept it," Russell said. 

"I once received a letter from an eminent logician, Mrs. Christine Ladd-Franklin, saying that she was a solipsist, and was surprised that there were no others. Coming from a logician and a solipsist, her surprise surprised me.”

Lean In

Businesses sink billions into "designing out waste" and "building lean in," but spend nothing to discourage verbosity.

They'd do their bottom lines a big favor by sending every employee the link to John McPhee's latest article in The New Yorker, "Omission."

McPhee clarifies why lean writing is good writing: it's what's left out that counts.

Lean writing comes from heavy editing, which McPhee compares to shortening a train. 

"The idea is to remove words in such a manner that no one would notice that anything has been removed," he says. "It’s as if you were removing freight cars here and there in order to shorten a train—or pruning bits and pieces of a plant for reasons of aesthetics."

Not only editors, but artists, designers and comedians understand that, always, less is more.

Hemingway called it the Iceberg Theory:

"If a writer of prose knows enough about what he is writing about, he may omit things that he knows and the reader, if the writer is writing truly enough, will have a feeling of those things as strongly as though the writer had stated them. The dignity of movement of an iceberg is due to only one-eighth of it being above water.”

How to Present Perfectly

Great speakers love triads.

Gaelic bards loved them—because they can be readily memorized.

Roman orators loved them—because they structure ideas.

Modern leaders love them—because they inspire.

In their new book, Communicate to Influence, speech coaches Ben and Kelly Decker urge execs to use triads whenever they prepare a presentation, calling triads the "perfect framework" for sales pitches, product launches, motivational talks and business briefings.

In three short strokes, triads create patterns and rhythms, which makes them inherently more intelligible than longer lists of things.

Triads are also more persuasive and memorable than long data dumps. Just think of the many you remember:

• Veni, vidi, vici
• Friends, Romans, countrymen, lend me your ears!
• Life, liberty and the pursuit of happiness
• Liberté, égalité, fraternité
• Government of the people, by the people, for the people
• The truth, the whole truth, and nothing but the truth
• Truth, justice and the American way
• Stop, drop and roll
• Wine, women and song
• Location, location, location

As writing instructor Roy Peter Clark says, "In the anti-math of writing, the number three is greater than four. The mojo of three offers a greater sense of completeness than four or more."

Robert Downey Words

After Robert Downey, Jr., walked out of a TV interview during which the reporter brought up the actor's former drug abuse, Downey's defenders agreed: he had reformed, and there is no call to bring up his dissolute past.

Words, too, can reform themselves, giving us no call to dredge up their once-dark lives.

Linguists call the mysterious process whereby a pejorative sheds its negative connotation over time amelioration.

Like guests at a Hollywood party, we're surrounded by words (and phrases) that have—over history—ameliorated:

• 30 years ago, bad meant crummy, sick meant unwell, wicked meant vicious, killer meant murderer, and shut up meant be quiet. 

• 70 years ago, collaborating meant aiding the Nazis, and a geek meant a freak in a circus.

• 200 years ago, lumber meant trash.

• 800 years ago, pretty meant cunning, shrewd meant evil, and nice meant stupid.

Watch Those Weasel Words

Weasel words—defaults for bureaucrats and politicians—are qualifiers that nervous speakers and writers bank on for cover.

Avoid them, because the more you water down thoughts with weasel words, the less clear and certain your speech and writing become.

For example, instead of saying, IT possibly seems to have suggested that Aptly may no longer be supported after December 31, say IT may no longer support Aptly after December 31.

At the same time, avoid absolutes like always, never, will not, cannot and nothing is worse than.

Avoid statements like, Nothing is worse than displaying your password. Really? What about your company's recent job-cuts, the drought in California, or Syria's civil war?

All We are Saying

In a full-page ad this week in the New York Times and Chicago Tribune, Burger King called for a one-day halt to the "burger wars" with its rival McDonald's.

The Whopper shop wants to "get the world talking" about the UN's annual International Day of Peace next month.

Wasting no time, McDonald's CEO Steve Easterbrook posted an 87-word "No thanks" on Facebook, spurring critics to call him a wet blanket.

Easterbrook might have replied with one word, "Nuts," like American General Anthony McAuliffe did at the Battle of the Bulge, and proved at least that his company values efficiency.

Branding gurus are unanimous about linking your brand with a cause: just do it. Want to shake down those activist do-gooder Millennials?  Wear "capitalism with a conscience" on your sleeve.

But Burger King's cheesy stunt, by sugarcoating a serious issue, shows why you should take gurus' advice with a grain of salt. 

Easterbrook's reaction, though sound, isn't savory, either.

The whole episode, in fact, leaves a bad taste in my mouth.

All we are saying, is give peace a rest.

Good Storytelling isn't Measured in Words

When it's concise, even long-form writing seems short.

Magazine writing proves the point.

Nonfiction writer Joan Didion mastered concision by writing for magazines like Vogue, Mademoiselle, and Life for decades, says Louis Menand in The New Yorker.

Didion, the "quintessential magazine writer," drew readers into her stories by leaving things out (the fiction writer's trick).

She developed "methods of economizing the exposition and managing the reader’s experience, ways of getting the reader to participate in the job of making sense of whatever it is that the writer is trying to think through," Menand says.

Didion mastered concision because she was forced to. When a writer works for a magazine, Menand says, her ability to write concisely gives her a Darwinian edge.

"The job of the magazine writer is never to give readers a reason to stop before they reach the end. The No. 1 sin in print journalism is repetition. Pages are money; editorial space is finite. Writers who waste it don’t last. Conditions demand a willingness to compress and a talent for concision."

A $49 Cure for Tone Deafness

Tone deaf? 

Well, good news: there's an app for that.

For only $49 a month, Crystal will provide you the empathy you sorely lack.

A Gmail add-on, Crystal scrapes your colleagues' social media posts; analyzes the posts; and attaches to each individual one of 64 different personality types.

Then, whenever you craft an email, the app prompts you to revise your words and ideas, so they sync with the reader's personality type.

Autocorrect, meet Myers-Briggs.

Crystal also suggests when to tighten your message; toss in an emoji; or use a little humor to soften things.

The end result? All your emails turn out more pleasant and pithy.

Crystal's developers claim their algorithm assigns personality types with 80% accuracy.

You can boost that accuracy, too, by answering multiple-choice questions about a colleague (such as, "If there were a conflict at work, how would he or she react?").

Express Editors Eliminate Leads

Mirroring bloggers, the editors of Express, the anorexic sister of The Washington Post, have eliminated lead paragraphs in news stories, as the following article shows:

Palmyra scholar beheaded by ISIS

Khaled al-Assas, 81, spent his life protecting the Roman-era ruins

DAMASCUS, SYRIA. The aging antiquities scholar dedicated his life to exploring and overseeing Syria's ancient ruins of Palmyra, one of the Middle East's most spectacular archeological sites.

Islamic State militants who now control the city beheaded him in a main square Tuesday after accusing him of being the "director of idols," then hung his body on a pole, witnesses and relatives said Wednesday.

Journalists used to sweat strong leads.

Pulitzer Prize winner John McPhee, in The Wall Street Journal, called the strong lead "a flashlight that shines down into the story" and, because it bears an illuminative role, "the hardest part of a story to write."

Alas, no longer.

In the race to the finish line, there are no more leads.

Please Kill the Zombies

Clichés are writing's walking dead.

You can pretend they're harmless, but soon they'll take over—and come back to bite you.

A scrupulous writer kills clichés when they begin to pop up in her work.

"A scrupulous writer, in every sentence that he writes, will ask himself at least four questions," says George Orwell in his 1946 essay Politics and the English Language:

• What am I trying to say?
• What words will express it?
• What image will make it clear?
• Is the image fresh?

A scrupulous writer will ask, in addition:

• Could I say it in fewer words?
• Have I said anything avoidably ugly?

"But you are not obliged to go to all this trouble," Orwell says. 

"You can shirk it by simply throwing your mind open and letting the ready-made phrases come crowding in. They will construct your sentences for you—even think your thoughts for you, to certain extent—and at need they will perform the important service of partially concealing your meaning even from yourself."

Before you click publish, do readers—and yourself—a favor.

Please kill the zombies.

Save $26,041 per Employee with this Simple App

A 2008 study by SIS International Research showed that an employee squanders 17.5 hours a week deciphering faulty communications in the workplace. The researchers estimated the wasted hours to cost a small company $26,041 annually.

No surprise. 

Communication, like every business activity, is prey to Murphy's law. 

Any message that can go wrong will.

But there's a simple app available that will staunch the flow of red ink.

It's called clarity, and it's friendly and easy to use:

• Turn long sentences into two or three shorter ones.

• Chop big blocks of text into separate paragraphs.

• Use connectors—words like although, but and because—to join ideas together.

• Avoid pronouns—words like it, we, they and this. Use pronouns sparingly and you won't write a sentence like: Advise customers they are guaranteed to work 24/7 when we upgrade our servers.

• Be careful with directions—words like about, before, on and over—and you won't write a sentence like: Before lunch with the client we should hash out next year's price increases.

You can get the full download on clarity from "grammarphobes" Patricia O'Conner and Stewart Kellerman's You Send Me: Getting It Right When You Write Online.

Alpha Dogs

I'm as much a fan of Larry Page, CEO of newly formed Alphabet, as the next guy.

Without his efforts, I'd still have to haul around dictionaries and encyclopedias; and I'd be writing blog posts with software other than Blogger.

But Larry overstates and overwrites, as shown in his August 10 letter to investors.

While exemplary in tone, the letter is littered with dogs.

Borrowing from some new-age infomercial, he tells investors (twice) that he's "super excited" about Google's prospects, and "really excited" to announce Alphabet.

Who wouldn't be? The reorganization lets him put "tremendous focus on the extraordinary opportunities" at Google, and lets him continue to work alongside its new CEO, a diversion Larry is "tremendously enjoying."

And why not? Google's new CEO brings about "amazing progress" and "incredible growth."

It all adds up to a "very exciting new chapter" in Google's life.

And it all spells "hooey."

Overwriting betrays under-thinking.

Overstating strains credulity.

Word Limit

I enjoy consultant Alan Weiss' monthly e-newsletter Balancing Act.

Weiss is the Andy Rooney of the corporate boardroom.

In the current edition, he bemoans our poor command of language.

"I’ve always believed that language controls discussion, discussion controls relationships, and relationships control business," Weiss writes.

Ain't it the truth.

"As I listen to interviewees on talk shows, protestors on the streets, politicians on the stump, and athletes on a celebratory high, I’m aghast at how poorly they reflect their conditions and circumstances," Weiss writes. "Many are functionally inarticulate. It seems like those with the least ability to express themselves miraculously and insidiously wind up with the opportunity to face the largest audiences."

It's ironic that business professionals (salespeople, in particular) spend most of their time every day talking.

But how much time do they devote to sprucing up their verbal "tool bags?"

"How many new tools are you acquiring?" Weiss asks.  "Or do you still have the same old, tattered bag you had ten years ago?"

As the philosopher Ludwig Wittgenstein said, "The limits of my language mean the limits of my world."