Monthly Archives: November 2026

Not Everything Is News

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Years ago, I worked with a client who had ideas. Lots of ideas. They just kept coming. Every conversation seemed to produce another one, and nearly every idea was something the client thought deserved media attention.

It reminded me of Michael Keaton’s character in the 1982 movie Night Shift. If you’ve seen the movie, you probably remember Bill Blazejowski, who proudly declares, “I’m an idea man, Chuck!”

And boy, was he.

Among his brilliant ideas? Edible paper to eliminate garbage. Mixing mayonnaise right into a can of tuna. Or better yet, feeding mayonnaise to live tuna so it’s already mixed in when you catch them.

I still laugh thinking about that scene.

And every once in a while, when someone starts rattling off one idea after another, I can’t help but think of Michael Keaton and those poor tuna fish.

Now, don’t get me wrong. I love working with people who are enthusiastic about their businesses and organizations. I’d much rather have a client with too many ideas than one who has nothing to say.

But after more than 30 years in public relations, I’ve learned that one of the most important parts of my job is helping clients understand that not everything is news.

Just because something is important to a company or organization doesn’t necessarily mean it’s newsworthy. A new initiative, an internal milestone, an award or an anniversary may be a big deal to the people involved. But that doesn’t automatically make it something a reporter will want to cover.

And that’s not always an easy conversation to have.

No one wants to hear that the announcement they’ve spent weeks preparing probably isn’t going to generate much media interest. But I’d rather have that conversation upfront than spend time pitching a story that isn’t likely to go anywhere.

That doesn’t mean there isn’t a story worth telling. It may just not be the one the client originally had in mind.

Sometimes the most interesting part of an announcement is buried three paragraphs down in a press release. Sometimes it’s something that comes up almost casually during a conversation. I’ve lost count of the number of times a client has mentioned something in passing that made me stop and say, “Wait a minute. Tell me more about that.”

That’s often where the real story begins.

One of the first questions I ask when evaluating a potential story is, “Why would anyone outside this organization care?”

It’s a fair question. Reporters are looking for stories that are timely, relevant, interesting or useful to their audiences. And they’re receiving far more pitches than they could possibly cover.

Sometimes finding the story means connecting an announcement to a larger trend, identifying an interesting person behind it or showing how something affects the community.

Other times, it means telling a client that the information would be better suited for their website, newsletter, social media or a direct communication with customers.

Not everything needs a press release. And certainly not everything needs to be pitched to the media.

I’ve also learned that sending out a press release doesn’t necessarily mean you’ve accomplished anything. Neither does pitching a story to 50 reporters who have no reason to be interested.

I’d much rather spend the time finding the right angle and reaching out to a handful of reporters who might genuinely care.

Of course, even a good story doesn’t always get covered. Newsrooms are busy, priorities change and sometimes a bigger story comes along. That’s part of the business.

But one thing I’ve never believed in is telling clients that every idea is a great idea just because they’re paying me.

Sometimes my job is to say, “I don’t think that’s the story.”

And then help them find the one that is.

Although I have to admit, I still think putting the mayonnaise in the tuna can wasn’t such a bad idea.

Sometimes the Best PR Is Invisible

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When people think about public relations, they usually think about media coverage. A story in a national publication. A television interview. A product launch that gets people talking.

And that’s certainly a big part of what I do. After more than 30 years in PR, I still get excited when a story I’ve pitched gets picked up, especially when it’s one I’ve spent weeks or even months working on.

But some of the most important work I do never makes the news.

It’s the announcement that needed another round of edits because something didn’t sound quite right. The question I raised that no one had considered. The phone call to a reporter that cleared up a misunderstanding before it became a bigger issue.

None of that shows up in a media coverage report. But it can be just as valuable to a client.

One thing I’ve learned over the years is that organizations can be so close to what they’re doing that they don’t always see how something might be perceived by people on the outside.

I’ve been in plenty of meetings where everyone in the room understands exactly why a decision was made. But that doesn’t mean a reporter, customer or member of the public will see it the same way.

That’s usually when I start asking questions.

What are we not thinking about? How could this be interpreted? What happens if a reporter asks about something we haven’t addressed?

Sometimes those questions lead to a change in messaging. Sometimes they lead to a completely different approach. And sometimes they confirm that we’re on the right track.

I also think there’s a tendency to assume that more communication is always better. It isn’t.

Not every situation requires a press release. Not every issue needs a public statement. And not every reporter’s question should be answered before you’ve had a chance to understand what they’re really asking.

I’ve advised clients to hold off on announcements, rethink how they’re presenting information and, on occasion, reconsider whether something should be announced at all.

That doesn’t mean avoiding difficult questions or withholding information people have a right to know. It means thinking things through before creating confusion that could have been avoided.

And then there’s the value of relationships.

I’ve spent decades building relationships with reporters, editors and producers. Those relationships help when I’m pitching a story, but they’re also important when the news isn’t necessarily positive.

Sometimes a quick phone call can clear up a misunderstanding that might otherwise turn into a series of emails. It doesn’t mean a reporter won’t pursue a story or ask tough questions. But having a relationship built on trust and responsiveness makes those conversations easier.

Of course, I still believe in measuring results. Media coverage matters. So does getting the right message in front of the right audience.

But how do you measure the value of a sentence that was changed before it caused confusion? Or a question that prompted a client to think differently about a decision? Or an issue that was resolved before it escalated?

You can’t really put a number on those things.

After more than 30 years, I still love seeing a client’s story in the news. But I’ve also come to appreciate the work that happens long before a reporter writes a word.

Sometimes the best PR is the work nobody ever sees.