CAREERS: Pandora's Problem Page

Q: The CEO of one of the companies I work with, a pretty well-known

telecommunications firm, was recently profiled in a national business

magazine. What we hoped would be a thoughtful look at the challenges she

is facing in the market, and the innovative ways she is meeting them,

turned into a hatchet job. Our agency set up the interview and provided

information to the journalist, but our key messages were all but

ignored. How should I help the client deal with this extremely

disappointing result? Should I reassure her that, "all publicity is good

publicity"?



Mr. D, Denver



A: You did not mention whether or not you were present during the

interview.



I will assume that you weren't, because it appears that you were just as

surprised by the result as everyone else. Dare I ask if you suggested

that you sit in during the interrogation? Of course, many journalists

will balk at the suggestion, but you do have some opportunity to win

them over to your point of view.



Let's get back to the problem at hand. Fetch the offending article and

diagram it. Make a list of the good points (there must be some redeeming

value - did they spell her name right?), and the negative points, and go

over them with the client in a proactive way. Discuss with the CEO how

the messaging can be strengthened in the weak areas, in both preparing

the reporter for the interview, and in its execution.



Had you been present during the interview, you would have witnessed

first-hand how the client handled the questions. Regardless, you also

need to assess if there is a need for the CEO to have additional media

training. Tact will be your best friend!



Finally, don't let one bad article spell the end of the story. If this

"national business magazine" found your client compelling, one of its

rival publications will likely be interested as well. Pitching a more

focused, well-prepared story to a rival may pay off.



One more thing, sugar plum. Never utter that trite cliche, "All

publicity is good publicity" again.



Q: I am an AAE in a boutique agency and my supervisor has just told me

that I am up for a promotion to AE. I have to interview for it with the

CEO, but my boss said that he really likes my work and he thinks I am

ready. The trouble is, I don't know if I'm ready. The AEs in this firm

have a lot of responsibility and a really high profile with the

clients.



What if I can't handle it?



Ms F, Boston



A: It speaks volumes for your character that you are carefully

considering the big responsibility that a promotion entails.



That fact alone leaves me with no doubt that you are ready to take on

this challenge.



But I want you to feel totally confident about your decision. It seems

to me that you really don't have a clear idea of what your new position

would entail. You have every right to thoroughly discuss the

ramifications of the position with your supervisor before you make up

your mind.



Ask for a meeting with your boss, before you have an interview with the

CEO. Ask him or her all the things that you would normally ask in a job

interview.



For example: Why does the firm think you are the right person for the

job? Ask them to be specific about your perceived skills so you can

assess if they have a clear idea of your capabilities. What is the

average day like for an AE? What would be your salary in the new role?

Arm yourself with all the necessary information and then decide if it

sounds like a good fit.



Do you have a problem that no one else has been able to solve? Try

Pandora. E-mail her at pandora@ prweek.com.



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