Tips for academics (especially at the University of Michigan's Michigan Medicine academic medical center) about immediate response steps if they are contacted by a reporter
COVID-19 is a challenge that every business in every industry will have to navigate in its own unique way.
The Creating Results team partnered with AKCG – Public Relations Counselors to present practical recommendations for senior living communities as they continue their marketing and communications efforts in the midst of a global concern. During this webinar, you’ll learn how to:
• Respond to an immediate crisis, both internally and externally
• Prepare for reputational risks posed by the COVID-19 concern
• Adapt your messaging to prospects, where to advertise to them and how to connect with prospects during this period of “social distancing”
• Make adjustments to service line allocations to better meet business needs
Presenters:
Chris Lukach, President, AKCG - Public Relations Counselors
Kimberly Hulett, President, Creating Results
Melissa Caravella, Vice President, Client Services, Creating Results
This document provides tips for CTE advocates on engaging with media and the public. It emphasizes that outreach is crucial to build relationships and position CTE leaders and programs as experts. The document outlines best practices for media outreach including researching outlets, tailoring messages, being consistent with contact, and following basic etiquette. It also provides specific tips for engaging various media like newspapers, radio, TV and social media. The overall goal is to change perceptions of CTE and communicate the message that CTE works.
Savvyor Hospitals provides medical services across India through its network of hospitals. The case study outlines Savvyor's marketing and community engagement strategy which includes:
1. Maintaining an informative website about its services, doctors, and patient testimonials.
2. Using social media platforms like Instagram, Facebook, YouTube, and email for health tips, articles, doctor videos, and offering discounts.
3. Issuing press releases about new services, partnerships, awards, and CSR activities.
4. Directing patients to WhatsApp support and using it to engage the community and drive traffic to their Facebook page.
5. Developing a pre-moderation process for their online community
You are losing patients and credibility by ignoring Dr. Google, Dr. Facebook and their other colleagues. Take control of your patients by being their go to resource when they have questions. These simple steps help you achieve that goal.
Managing Media Before, During, & After an IncidentMichelle Hundley
This presentation provides advice and guidelines on how to develop a good working relationship with local media, as well as how to manage their participation during an incident or crisis, and finally how to maintain your relationship afterwards.
Researchers, Reporters and Everything in Between Kara Gavin
This document provides guidance to researchers on communicating their work to the public through various channels. It discusses the role of communication staff in helping researchers extend the reach of their work. Tips are provided on interacting with media, speaking to non-expert audiences, and creating an online presence to establish a personal brand. The goal is to help researchers engage with those who can apply their expertise, while navigating ethical and legal considerations around media interactions.
COVID-19 is a challenge that every business in every industry will have to navigate in its own unique way.
The Creating Results team partnered with AKCG – Public Relations Counselors to present practical recommendations for senior living communities as they continue their marketing and communications efforts in the midst of a global concern. During this webinar, you’ll learn how to:
• Respond to an immediate crisis, both internally and externally
• Prepare for reputational risks posed by the COVID-19 concern
• Adapt your messaging to prospects, where to advertise to them and how to connect with prospects during this period of “social distancing”
• Make adjustments to service line allocations to better meet business needs
Presenters:
Chris Lukach, President, AKCG - Public Relations Counselors
Kimberly Hulett, President, Creating Results
Melissa Caravella, Vice President, Client Services, Creating Results
This document provides tips for CTE advocates on engaging with media and the public. It emphasizes that outreach is crucial to build relationships and position CTE leaders and programs as experts. The document outlines best practices for media outreach including researching outlets, tailoring messages, being consistent with contact, and following basic etiquette. It also provides specific tips for engaging various media like newspapers, radio, TV and social media. The overall goal is to change perceptions of CTE and communicate the message that CTE works.
Savvyor Hospitals provides medical services across India through its network of hospitals. The case study outlines Savvyor's marketing and community engagement strategy which includes:
1. Maintaining an informative website about its services, doctors, and patient testimonials.
2. Using social media platforms like Instagram, Facebook, YouTube, and email for health tips, articles, doctor videos, and offering discounts.
3. Issuing press releases about new services, partnerships, awards, and CSR activities.
4. Directing patients to WhatsApp support and using it to engage the community and drive traffic to their Facebook page.
5. Developing a pre-moderation process for their online community
You are losing patients and credibility by ignoring Dr. Google, Dr. Facebook and their other colleagues. Take control of your patients by being their go to resource when they have questions. These simple steps help you achieve that goal.
Managing Media Before, During, & After an IncidentMichelle Hundley
This presentation provides advice and guidelines on how to develop a good working relationship with local media, as well as how to manage their participation during an incident or crisis, and finally how to maintain your relationship afterwards.
Researchers, Reporters and Everything in Between Kara Gavin
This document provides guidance to researchers on communicating their work to the public through various channels. It discusses the role of communication staff in helping researchers extend the reach of their work. Tips are provided on interacting with media, speaking to non-expert audiences, and creating an online presence to establish a personal brand. The goal is to help researchers engage with those who can apply their expertise, while navigating ethical and legal considerations around media interactions.
This document provides guidance on crisis communications for a consulting client. It outlines best practices for establishing credibility, designating a single spokesperson, providing regular updates, and being transparent with available information. When a crisis occurs, key steps include gathering facts, convening a crisis team, developing messaging, identifying audiences, and leveraging media and social media to control the narrative. Post-crisis, companies should evaluate media coverage and debrief to identify successes and areas for improvement to update crisis plans.
The Do’s and Don’ts updated for NursingLaura Burwash
This document provides guidelines for nurses on using social media professionally. It discusses dos and don'ts such as promoting a positive image of nursing by being caring and empathetic online, avoiding posting photos or private information about patients to respect their privacy, and not complaining about work or patients on social media. Maintaining patient confidentiality and an appropriate online presence is important as many employers screen candidates' social media profiles.
This document provides guidance on crisis communication and public relations. It outlines steps to take before, during, and after a crisis including establishing emergency plans, designating communication channels, and appointing spokespeople. Checklists are provided for crisis preparation, response, and establishing information centers. The key lessons emphasized are having plans in place beforehand, maintaining consistent messaging, and managing public and media interactions to control the narrative.
o Lesson 1: Preventative care: preventative screenings: HRA and COVID-19 and flu vaccinations
o Lesson 2: NCD’s
o Lesson 3: Psychosocial wellbeing and Mental Health;
o Lesson 4: women’s wellbeing
14 • COMMUNICATION WORLD • DECEMBER 2013 by Oliver S. Schm.docxmoggdede
The document discusses key stakeholders that organizations must communicate with during a crisis to protect their reputation. It identifies the three key stakeholders as employees, reporters from traditional news media, and social media users. It provides tips for effective crisis communication with each of these stakeholders, emphasizing the importance of establishing communication plans and designating spokespeople, building long-term relationships, monitoring coverage, and being prepared to engage on social media. The crisis communication approaches highlighted include empowering employees, addressing media inquiries quickly, and correcting any false information that emerges online.
This document provides guidance on effectively communicating during an emergency situation. It emphasizes:
- Getting facts right, repeating them simply and consistently to build trust. Avoiding vague details early on.
- Establishing credibility by demonstrating empathy, expertise in handling similar situations, and trustworthiness through honesty and transparency.
- Building trustworthiness specifically by acknowledging public fears and concerns, committing to resolution, and providing enough information for informed decisions while explaining limits to information.
Fab Change Day 2016 took place on October 19th where thousands of people from over 150 NHS organisations made pledges to improve healthcare. Following the event, five major themes emerged - dementia, sepsis, home first, patient experience, and leadership. 100 people then met in January 2017 to discuss the best ideas to address these topics. The document provides more details on initiatives and actions proposed for each theme.
CureMD’s Webinar, “Marketing your Practice on a Shoestring” for tutorials that will help inform patients of the practice existence, availability, and have a positive impression of your practice.
To watch the complete webinar please click the link below:
https://www.youtube.com/watch?v=19AVg3XGg28
#Caring4NHSPeople - virtual wellbeing session 15 April 2020NHS Horizons
This document summarizes a virtual community meeting held on April 15th about managing stress for NHS people during the Covid-19 response. The meeting included presentations on the national wellbeing support offer, managing stress, and one organization's approach to staff wellbeing. Attendees then discussed signs of being overwhelmed and tips for support in breakout rooms. The focus of the next meeting will be on the CARE model for recovery.
The document provides guidance on crisis communication and media relations during an organizational crisis. It outlines establishing an emergency PR headquarters and notifying internal and external stakeholders. It also discusses preparing basic media materials like fact sheets and news releases with only factual information. The document recommends establishing a public information center and media information center to respond to inquiries and hold press conferences to provide updates and maintain a unified voice.
This document provides guidance for public information officers and spokespeople on communicating with the media and public during crises or emergencies. It outlines the role of the spokesperson, what information the media and public need, how the media can help response efforts, tips for engaging with journalists, preparing press releases, and working well with the media through providing regular updates and respecting deadlines. The goal is to disseminate accurate, clear information to keep the public informed and address their questions and concerns.
This chapter discusses crisis communication in the health sector. It defines a health crisis as a significant disruption that receives extensive media coverage and impacts normal operations. A health crisis can be caused by natural disasters, criminal acts, or competition. The chapter outlines how to prepare for a crisis through developing a response plan, preventing crises, understanding organizational culture, and designating media spokespeople. During a crisis, communicators must be involved in decision making. Effective crisis communication focuses on solving problems, using effective spokespeople, controlling the media narrative, being transparent, and communicating internally and externally.
The document outlines ICSHC's communications plan, including its audiences, tools, and strategies. It discusses the importance of managing ICSHC's image and perceptions. Key internal audiences are employees, clients, and the board. External audiences include funders, community leaders, and government. The plan describes guidelines for effective internal and external communications, including with the media, and a process for crisis communications.
This document discusses strategies for medical practices to increase their value and profitability through social communication and marketing. It provides the following key points:
1. More profitable medical practices have expanded their social skills alongside their professional medical skills, using social communication to increase business.
2. Practices must have strong internal systems and workflows in place before implementing a marketing strategy to ensure the strategy is effective.
3. Recommended social communication strategies include using social media, websites, blogs, speaking engagements, social events, media exposure, healthcare apps, and e-books to increase visibility and connect with potential and current patients.
Plan Sponsor Webinar: Navigating COVID-19 for Employersbenefitexpress
In this webinar, we take a deeper look into how the novel coronavirus is not only affecting the way we live, but changing the way we work. From remote work environments, FMLA, contract agreements and more, we discuss how to navigate the changing workforce during this time of uncertainty, and answer questions to help you make the best decisions for the health and safety of your employees.
Government entities and elected officials are no strangers to making negative headlines. But what should we do as social media managers when those headlines go viral? It's important to have a Social Media Crisis Plan in place before a negative story is shared around the world. Whether the story trends locally, nationally, or globally we as social media managers need to be prepared to handle negative backlash ahead of time. In this session, we'll share real life headlines and case studies of how we've handled negative viral stories, best practices, SOPs and our Social Media Crisis Plan.
Government Social Media Conference 2016 4/7/16
Speaker: Kaitlin Keeler, Oakland County Government, MI
Here are the key points to staying within professional boundaries:
- Maintain a helpful relationship focused on the client's needs rather than your own. Do not overshare personal details.
- Understand that a client's behavior may be symptomatic of an underlying condition, and avoid taking things personally.
- Address clients respectfully without nicknames or terms of endearment, which could imply a non-professional level of familiarity.
- Do not discuss private matters like pay or personal lives with clients. Keep conversations focused on their care.
- If a situation becomes stressful, remove yourself briefly and re-approach with a calm demeanor. Ask if there are alternative ways to resolve issues.
- Recogn
Here are the key points to staying within professional boundaries:
- Maintain a helpful and therapeutic relationship focused on the client's needs rather than your own.
- Do not overshare personal details or problems. Keep conversations focused on the client.
- Recognize that a client's behaviors may be symptomatic rather than personal reactions to you.
- Avoid using nicknames or terms of endearment without the client's permission, as some may find them inappropriate or offensive.
- Do not discuss your personal life or payrate with clients. Keep interactions professional rather than social.
- If you feel yourself getting emotional or reacting personally to a client, take a step back and address the situation later when you
This document provides guidance and strategies for developing an effective communications plan to engage stakeholders and address challenges facing a school district. It discusses:
1) Conducting stakeholder mapping and media audits to understand key audiences and influencers.
2) Defining goals and objectives for advocacy and PR efforts over the short, medium, and long term.
3) Developing targeted messaging and selecting appropriate communication channels to reach different stakeholder groups.
4) Engaging stakeholders through various in-person and digital engagement strategies to understand their perspectives and build support.
5) Creating a crisis management plan to effectively respond to and recover from potential crises through open communication and demonstrating commitment to transparency.
Communicating Conflict of Interest 2024.pptxKara Gavin
Guide for communicators at the University of Michigan about why, when and how they should mention individual and institutional conflicts of interest related to anything they're communicating about
175 years of U-M Medical "Firsts" Michigan Medicine HistoryKara Gavin
An overview of the history of the U-M Medical School and health system, now called Michigan Medicine, with a focus on people, buildings and clinical/scientific achievements that were "firsts" in the nation or state, or for U-M.
Preparted for the History Club of the Ann Arbor City Club in October 2023.
This document provides guidance on crisis communications for a consulting client. It outlines best practices for establishing credibility, designating a single spokesperson, providing regular updates, and being transparent with available information. When a crisis occurs, key steps include gathering facts, convening a crisis team, developing messaging, identifying audiences, and leveraging media and social media to control the narrative. Post-crisis, companies should evaluate media coverage and debrief to identify successes and areas for improvement to update crisis plans.
The Do’s and Don’ts updated for NursingLaura Burwash
This document provides guidelines for nurses on using social media professionally. It discusses dos and don'ts such as promoting a positive image of nursing by being caring and empathetic online, avoiding posting photos or private information about patients to respect their privacy, and not complaining about work or patients on social media. Maintaining patient confidentiality and an appropriate online presence is important as many employers screen candidates' social media profiles.
This document provides guidance on crisis communication and public relations. It outlines steps to take before, during, and after a crisis including establishing emergency plans, designating communication channels, and appointing spokespeople. Checklists are provided for crisis preparation, response, and establishing information centers. The key lessons emphasized are having plans in place beforehand, maintaining consistent messaging, and managing public and media interactions to control the narrative.
o Lesson 1: Preventative care: preventative screenings: HRA and COVID-19 and flu vaccinations
o Lesson 2: NCD’s
o Lesson 3: Psychosocial wellbeing and Mental Health;
o Lesson 4: women’s wellbeing
14 • COMMUNICATION WORLD • DECEMBER 2013 by Oliver S. Schm.docxmoggdede
The document discusses key stakeholders that organizations must communicate with during a crisis to protect their reputation. It identifies the three key stakeholders as employees, reporters from traditional news media, and social media users. It provides tips for effective crisis communication with each of these stakeholders, emphasizing the importance of establishing communication plans and designating spokespeople, building long-term relationships, monitoring coverage, and being prepared to engage on social media. The crisis communication approaches highlighted include empowering employees, addressing media inquiries quickly, and correcting any false information that emerges online.
This document provides guidance on effectively communicating during an emergency situation. It emphasizes:
- Getting facts right, repeating them simply and consistently to build trust. Avoiding vague details early on.
- Establishing credibility by demonstrating empathy, expertise in handling similar situations, and trustworthiness through honesty and transparency.
- Building trustworthiness specifically by acknowledging public fears and concerns, committing to resolution, and providing enough information for informed decisions while explaining limits to information.
Fab Change Day 2016 took place on October 19th where thousands of people from over 150 NHS organisations made pledges to improve healthcare. Following the event, five major themes emerged - dementia, sepsis, home first, patient experience, and leadership. 100 people then met in January 2017 to discuss the best ideas to address these topics. The document provides more details on initiatives and actions proposed for each theme.
CureMD’s Webinar, “Marketing your Practice on a Shoestring” for tutorials that will help inform patients of the practice existence, availability, and have a positive impression of your practice.
To watch the complete webinar please click the link below:
https://www.youtube.com/watch?v=19AVg3XGg28
#Caring4NHSPeople - virtual wellbeing session 15 April 2020NHS Horizons
This document summarizes a virtual community meeting held on April 15th about managing stress for NHS people during the Covid-19 response. The meeting included presentations on the national wellbeing support offer, managing stress, and one organization's approach to staff wellbeing. Attendees then discussed signs of being overwhelmed and tips for support in breakout rooms. The focus of the next meeting will be on the CARE model for recovery.
The document provides guidance on crisis communication and media relations during an organizational crisis. It outlines establishing an emergency PR headquarters and notifying internal and external stakeholders. It also discusses preparing basic media materials like fact sheets and news releases with only factual information. The document recommends establishing a public information center and media information center to respond to inquiries and hold press conferences to provide updates and maintain a unified voice.
This document provides guidance for public information officers and spokespeople on communicating with the media and public during crises or emergencies. It outlines the role of the spokesperson, what information the media and public need, how the media can help response efforts, tips for engaging with journalists, preparing press releases, and working well with the media through providing regular updates and respecting deadlines. The goal is to disseminate accurate, clear information to keep the public informed and address their questions and concerns.
This chapter discusses crisis communication in the health sector. It defines a health crisis as a significant disruption that receives extensive media coverage and impacts normal operations. A health crisis can be caused by natural disasters, criminal acts, or competition. The chapter outlines how to prepare for a crisis through developing a response plan, preventing crises, understanding organizational culture, and designating media spokespeople. During a crisis, communicators must be involved in decision making. Effective crisis communication focuses on solving problems, using effective spokespeople, controlling the media narrative, being transparent, and communicating internally and externally.
The document outlines ICSHC's communications plan, including its audiences, tools, and strategies. It discusses the importance of managing ICSHC's image and perceptions. Key internal audiences are employees, clients, and the board. External audiences include funders, community leaders, and government. The plan describes guidelines for effective internal and external communications, including with the media, and a process for crisis communications.
This document discusses strategies for medical practices to increase their value and profitability through social communication and marketing. It provides the following key points:
1. More profitable medical practices have expanded their social skills alongside their professional medical skills, using social communication to increase business.
2. Practices must have strong internal systems and workflows in place before implementing a marketing strategy to ensure the strategy is effective.
3. Recommended social communication strategies include using social media, websites, blogs, speaking engagements, social events, media exposure, healthcare apps, and e-books to increase visibility and connect with potential and current patients.
Plan Sponsor Webinar: Navigating COVID-19 for Employersbenefitexpress
In this webinar, we take a deeper look into how the novel coronavirus is not only affecting the way we live, but changing the way we work. From remote work environments, FMLA, contract agreements and more, we discuss how to navigate the changing workforce during this time of uncertainty, and answer questions to help you make the best decisions for the health and safety of your employees.
Government entities and elected officials are no strangers to making negative headlines. But what should we do as social media managers when those headlines go viral? It's important to have a Social Media Crisis Plan in place before a negative story is shared around the world. Whether the story trends locally, nationally, or globally we as social media managers need to be prepared to handle negative backlash ahead of time. In this session, we'll share real life headlines and case studies of how we've handled negative viral stories, best practices, SOPs and our Social Media Crisis Plan.
Government Social Media Conference 2016 4/7/16
Speaker: Kaitlin Keeler, Oakland County Government, MI
Here are the key points to staying within professional boundaries:
- Maintain a helpful relationship focused on the client's needs rather than your own. Do not overshare personal details.
- Understand that a client's behavior may be symptomatic of an underlying condition, and avoid taking things personally.
- Address clients respectfully without nicknames or terms of endearment, which could imply a non-professional level of familiarity.
- Do not discuss private matters like pay or personal lives with clients. Keep conversations focused on their care.
- If a situation becomes stressful, remove yourself briefly and re-approach with a calm demeanor. Ask if there are alternative ways to resolve issues.
- Recogn
Here are the key points to staying within professional boundaries:
- Maintain a helpful and therapeutic relationship focused on the client's needs rather than your own.
- Do not overshare personal details or problems. Keep conversations focused on the client.
- Recognize that a client's behaviors may be symptomatic rather than personal reactions to you.
- Avoid using nicknames or terms of endearment without the client's permission, as some may find them inappropriate or offensive.
- Do not discuss your personal life or payrate with clients. Keep interactions professional rather than social.
- If you feel yourself getting emotional or reacting personally to a client, take a step back and address the situation later when you
This document provides guidance and strategies for developing an effective communications plan to engage stakeholders and address challenges facing a school district. It discusses:
1) Conducting stakeholder mapping and media audits to understand key audiences and influencers.
2) Defining goals and objectives for advocacy and PR efforts over the short, medium, and long term.
3) Developing targeted messaging and selecting appropriate communication channels to reach different stakeholder groups.
4) Engaging stakeholders through various in-person and digital engagement strategies to understand their perspectives and build support.
5) Creating a crisis management plan to effectively respond to and recover from potential crises through open communication and demonstrating commitment to transparency.
Similar to What to do if a reporter contacts you (20)
Communicating Conflict of Interest 2024.pptxKara Gavin
Guide for communicators at the University of Michigan about why, when and how they should mention individual and institutional conflicts of interest related to anything they're communicating about
175 years of U-M Medical "Firsts" Michigan Medicine HistoryKara Gavin
An overview of the history of the U-M Medical School and health system, now called Michigan Medicine, with a focus on people, buildings and clinical/scientific achievements that were "firsts" in the nation or state, or for U-M.
Preparted for the History Club of the Ann Arbor City Club in October 2023.
This document provides tips and information for using LinkedIn as a researcher. It discusses that LinkedIn has over 930 million users worldwide and focuses on professional networking. The document outlines how to set up a LinkedIn profile, including adding a descriptive headline, filling out your experience and education, including skills/interests, and posting regularly about your work and accomplishments. It also provides best practices for privacy settings and engaging professionally on the platform.
LinkedIn for researchers: More than just a CV!Kara Gavin
A presentation given to members and staff of the University of Michigan Eisenberg Family Depression Center and Dept. of Psychiatry about using LinkedIn as professionals and researchers.
A video recording of this session, which also includes 30 minutes of demonstration of LinkedIn features, is available on request.
Communicating via media and opinion writingKara Gavin
This document provides information about public relations and opinion writing for medical professionals. It discusses the roles and goals of public relations teams in communicating research and stories from their institutions. Some key points covered include:
1) Tips for interacting with news media, such as preparing with a PR person, using layperson terms, and respecting reporters' independence.
2) Guidance on writing opinion pieces and commentaries, such as identifying a central message and structure, and targeting the right publication based on goals and audience.
3) Examples of recent opinion pieces by other medical professionals and outlets to consider publishing in, along with advice to disseminate pieces strategically once published.
Researchers, Reporters & Everything in BetweenKara Gavin
A talk about how academic researchers can understand and navigate the news media and institutional communications landscape, prepared for the University of Michigan National Clinician Scholars Program
Information for health care researchers on understanding the information landscape in which they can build their own "brand" through social media and more.
Creating your personal brand and communicating work CSP students.pptxKara Gavin
A slide set presented to summer students in health services research at the University of Michigan Institute for Healthcare Policy and Innovation in July 2022, about the current communications ecosystem and how they can use it to build their personal professional brand.
A guide for STEM graduate students in the RELATE program at the University of Michigan about communicating directly with the general public and working with institutional communicators and reporters
Communicating for a Research InstitutionKara Gavin
Introduction to why universities and other research institutions employ science/medical communicators, and what their role is and how they can coordinate among communicators from different areas of the same institution or across institutions. Also includes slides on public understanding of science.
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This document provides advice on building a personal brand as an early-career healthcare researcher. It discusses presenting yourself consistently online through updated profiles, monitoring how others find your work, and strategically engaging on social media and other platforms. By sharing research, acknowledging others' work, and contributing timely discussions, researchers can raise the visibility of their expertise, connect with colleagues, and amplify their career impact over time. Resources are provided to help navigate communicating science responsibly and effectively to different audiences.
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1. What to do if a
reporter contacts you
(and other reasons to call the Dept. of Communication at 764-2220)
• Faculty are not required to call the UMHS Dept. of Communication office about every request
from a reporter before they talk to him/her, but it’s usually a good idea.
• DOC staff must get involved in: sensitive or potentially negative issues; any visit by a
reporter/TV crew/photographer; any news situation involving a patient or research volunteer
• Time is critical! Reporters have tight deadlines & news spreads fast on Facebook/Twitter.
Reporters may contact multiple people at once, and only use information from whoever gets
back to them first. Please don’t let inquiries sit in your inbox or phone messages!
• How to reach us: Call 764-2220 weekdays 8 a.m.-5 p.m. On evenings/weekends/holidays: Call
the UMHS paging operators; ask to page the Dept. of Communication backup on-call person.
• Our staff can help you: Decide what to do with a reporter inquiry – including deciding whether
to give an interview, anticipating questions and talking through your key messages/sound bites.
They can talk with you about possible options for publicizing your work through U-M-generated
publicity efforts and news channels, now or in the future.
• If you speak to a reporter: Prepare a few key points ahead of time and stick to them. Avoid
jargon. Remember that everything you say is “on the record” & can be used. Ask to have them
read your quotes back to you, and/or explain back to you what you told them. Don’t ask to see
the entire article before it appears – unless you are working with a trade publication in your field.
• If you can’t or don’t want to speak to a reporter who contacts you: It’s fine to refer a
reporter to the Dept. of Communication office, or to others with appropriate expertise.
• Anyone who is asking for money for the opportunity to be on their show, in a publication or on
a website isn’t a reporter. They are selling advertising. Have them call 764 2220.
• You should also call the Dept. of Communication if:
• You are aware of a potential “bad news” situation in your area – Anything that could
end up making negative headlines. We can’t always avoid negative headlines, but we can
manage the handling of a situation for the best possible result.
• You have a highly important/impactful paper accepted. Most journals now post final
copies of papers online almost as soon as the researchers have approved the proofs!
• New breaks on a topic in your specialty – especially if a public figure is diagnosed with a
disease you specialize in, or there’s a new national report or controversy in your field.
• Someone else wants to involve you in their communication effort or publicize your
work – This could be a company, journal, professional society, patient advocacy group,
government agency, funding source, or patient.
• You have an idea for a feature story or blog post that gives useful information to the public
on a health or scientific topic of broad interest.
• You become aware that a patient is reaching out to the news media to get attention for
his/her case or something else that might involve U-M.