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At whatever point you manage the news media, there is an essential decide that you should remember at all times. Call it Cawley's Theorem of Media Relations: 1. All writers subtly trust they will some time or another win the Pulitzer Prize. 2. No writer ever won the Pulitzer by composing decent things about American business. In this way: If a writer discovers something negative about your organization, hope to see it in the news. So what's the purpose of this hypothesis? Whenever you manage a columnist – whether in individual, on the web, by telephone, by letter, in a media pack, whatever – acknowledge you are managing a tiger. The tiger may murmur. The tiger may trim. The tiger may even run and hop and play. Be that as it may, if the tiger smells new meat, the tiger will bolster. Regardless of how amicable you get to be with a columnist, regardless of how well a meeting goes, regardless of how warm and fluffy you feel as you sit tight for a story to show up: Expect negatives. The writer's employment is not to make your organization look great. The columnist's employment is to report an interesting story that a proofreader will support, a crowd of people will read and – if conceivable – a prize board will perceive with applause and trophies. What's more, nothing makes a story more captivating than a major, fat, bristly, humiliating negative. How about we put it along these lines: The Washington Post's Bob Woodward didn't get to be Bob Woodward by composing decent stories. He spent the early piece of his profession uncovering the greatest number of humiliating stories about government offices and privately owned businesses as he could. He cut his teeth by uncovering corporate insatiability and government waste. At that point came Watergate, which gave Woodward the chance to apply all his very much sharpened, field-tried aptitudes to destroying the Nixon organization. This is the means by which a rural beat journalist gets to be Bob Woodward. So: On the off chance that a journalist visits your occupation site before a pivotal function, and sees a clothing rundown of OSHA infringement, anticipate that the infringement will show up in the story. On the off chance that a correspondent visits your central command to profile your CEO, and happens to see a cutback request on a partner's work area, hope to see the cutback reported in the news media. On the off chance that a correspondent goes to a review of your most current item, and runs over a purchaser supporter who trusts your item is a risk to general wellbeing, hope to see the backer's remarks unmistakably played in the article. The purpose of Cawley's Theorem is not to make you dreadful of the news media. The fact of the matter is to make you definitely mindful that there is danger and in addition reward in managing correspondents. You can't control what the columnist reports. You should manage this fundamental truth. Your CEO must manage it. Your whole organization society must manage it. Like whatever is left of usFree Articles, columnists are hoping to progress in their professions. There's no quicker approach to progress in reporting than by winning the Pulitzer. Also, you win the Pulitzer with metal knuckle reporting. The PR Rainmaker dependably remembers: The columnist is never your companion and is failing to look out for your best advantages.