Media relations is often reduced to a list of names and email addresses. A contact database is useful, but it is not a relationship.
Journalists remember the people who understand what they cover, bring them relevant ideas and respond properly when a story is moving. They also remember the people who waste their time.
Relevance comes first
A journalist does not need every story from every business. They need the stories which fit their beat, their audience and the publication’s priorities.
Before making a pitch, understand the kind of work they produce. What do they return to? Which sectors, questions and readers matter most to them?
This is not a box-ticking exercise. It is the difference between a useful approach and an irrelevant interruption.
A relationship will not rescue a weak story
Knowing a journalist does not turn a routine announcement into news. Nor should it.
The story still needs a clear angle, credible evidence and a reason to matter now. A strong relationship simply means the journalist will trust you not to send material which wastes their time.
Respect for editorial judgement is central. Journalists are not there to publish what a business wants to say.
Be reliable under pressure
Trust is often built in the moments which are least convenient. A journalist needs a comment, a source or a fact check at speed.
If you promise a response, deliver one. If the answer is not available, say so quickly and clearly.
The worst response is silence followed by an explanation after the deadline has passed.
Make it easy to work with you
Good media relations removes friction. Provide the right spokesperson, clear information, useful background and a quote which answers the question.
Do not bury the news under corporate language. Do not send a generic release in response to a specific inquiry.
The easier you are to deal with, the more likely a journalist is to return when the next relevant story breaks.
Play the long game
The best media relationships are not transactional. They are built through a consistent pattern of good judgement.
Some stories will not run. Some pitches will not land. That is part of the work.
What matters is whether every interaction leaves the journalist with a reason to trust your relevance, your accuracy and your understanding of their job.
We build media relationships around useful ideas, credible sources and a clear understanding of how newsrooms work.
If this approach is relevant to a current challenge, we are happy to discuss it.
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