Entering Foreign Territory: Tips for Wading through the Murky Waters of Global PR

Charting a winning course for foreign clients in the international media often feels like navigating a safe path through a minefield – and in fact when I was a reporter for The Washington Post, I gained some experience with that in Afghanistan, Kosovo, Nagorno-Karabakh and elsewhere. In theory, the press objectives of a sovereign entity are similar to those of private and domestic clients – manage a crisis, communicate a message, build relationships, establish and elevate a brand. But in truth, when it comes to foreign governments, those seemingly straightforward aims are often complicated by time differences, language barriers and cultural misunderstandings.

Plotting a smart public affairs strategy is a bit like planning the coverage for a war. You need good logistics, back-up plans, multiple methods of communication, a detailed map of the terrain and who holds which enclaves, crisis plans and exit strategies, an ability to recognize incoming artillery, a sophisticated understanding of all sides, and friends to help out.

Foreign clients need first to understand exactly what they want to achieve. Often, these ambitions center on reputation management, issues of national security and foreign aid, improving and maintaining relations with key allies, dealing with an on-going crisis, or sometimes turning around an old story so it’s seen in a new light. Different people influence these issues, and once the larger agenda has been identified, savvy PR consultants can craft strategies to help clients achieve success.

So why enlist a US communications firm like the Podesta Group to manage international media relations? Because we have a deep bench of strategists with decades of experience in the foreign arena. Whatever the client’s goals and capabilities, in today’s world of non-stop news cycles and instantaneous communications, missteps and misunderstandings can spiral out of control and need to be avoided, and when they occur, the damage needs to be minimized. Problems can develop in both directions: A client may not understand how the Western press operates, and a free-wheeling foreign correspondent may not realize the legal and cultural constraints by which a government is bound. With our deep understanding of international affairs, we raise the level of awareness on all sides.

The challenges for good media relations are complex and often unpredictable. But when crafting a successful communications strategy, here a few things to keep in mind:

  • Know your goal. Typically, press coverage is a means, not an end. Often, the intended result is a policy-driven one, and it is critical to know who the decision makers are, and who their audience is. Armed with that information, you can fashion media campaigns to reduce opposition and increase support for a cause; key drivers are story selection, framing and placement.
  • Pursue aggressive and targeted media outreach. Blasting a story out far and wide can certainly draw attention. But clients should stay focused on what they are trying to achieve. A good story in Tucson can be as influential as one in New York if the objective is to get the attention of an Arizona senator. Also, negative and inaccurate stories demand aggressive push-back; clients can never allow their opponents to define them.
  • Cultivate third party validation. Having influential allies lightens any communications lift. Analysts from think tanks and NGOs, business leaders, former diplomats, academics and other so-called thought-leaders can be instrumental in marshaling support for a client’s cause.
  • Increase your electronic (and old-fashioned) footprint. First impressions are lasting ones, and the first stop every reporter makes these days is an organization’s website; it needs to be attractive and informative. We urge clients to be strategic in their communications and know their audience: Social media outlets such as Facebook and Twitter can generate buzz and are great ways to turn up the volume. But, journalists and thought-leaders still trade key information via emails, the telephone, and over coffee. It’s important to have the appropriate mix.