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Help a Reporter (and Yourself) Out

Help a Reporter (and Yourself) Out

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    Ever wonder where journalists and other writers find the experts they quote in their stories? In the past, reporters counted on their own networking, and on a service called ProfNet. ProfNet lets journalists search their database of experts and contact them individually to see if they’d be interested in being interviewed.

    Until recently, ProfNet has been about the only game in town, as far as finding real experts is concerned. Which might be why their website is a little less than user-friendly – no competition. But things have been shaken up rather thoroughly in the last couple months, with the arrival on the scene of a new service aiming to connect journalists and experts.

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    Help A Reporter Out (HARO) is the brainchild of Peter Shankman, founder and CEO of marketing/PR firm The Geek Factory, Inc. The idea is simple, but incredibly powerful. Journalists post requests using a simple form, detailing their story and the kind of expert they’re looking for. Experts – on whatever – subscribe to the HARO mailing list. A few times a day, the requests over the last several hours are compiled and sent out to everyone on the mailing list. Subscribers skim the list and see if there are any stories they feel they can contribute to, and they email the reporter directly.

    It’s that simple. It’s almost stupid! But it works – in a few months it’s membership has grown to over 12,000 people and Shankman is sending out 50 or more HARO requests a day.

    Why bother to help a reporter out?

    Why should you take the time and energy to read HARO’s twice- or thrice-daily email, looking for HARO requests that apply to you?

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    There are several answers, all of them good. The first, of course, is that you know something that might help a reporter to be more informative or more accurate, and therefore in some small way you can contribute to the world’s store of knowledge. That’s what knowledge is for, after all – sharing.

    But, you say, I get paid for sharing my knowledge. Hey, good on ya! Maybe the warm fuzzies aren’t enough.

    Fair enough. While journalistic ethics generally precedes paying sources, people who volunteer to help reporters with their story get another kind of payment: exposure. And no minor exposure, either – being quoted in a major newspaper or national magazine can bring a flood of traffic to your site, new clients, job offers, you name it. And smaller outlets can be just as good,or even better – being quoted as an expert by a niche publication means that the people who will see your name referred to as the go-to guy or gal on your topic are exactly the people you most want to see you as an expert.

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    PR folks know this, which is why when I sent out a HARO request recently, about 1/3 of the responses I got were publicists and marketing folk offering to connect me with their clients. It’s an excellent opportunity to establish yourself as an expert in your field.

    There’s one more reason to respond to HARO requests: it can be fun. You get to share your thoughts with someone who, while maybe not an expert, at least has an interest in the field you work in (usually, or the story would have been assigned to someone else). Speaking with a skilled interviewer is a great way to clarify your own thinking, too.

    What if I need some help, too?

    HARO is, at least for now, an open system. I’ve seen requests from bloggers, in-house writers, people taking surveys, and of course actual jourrnalists on assignment. There is no verification system in place to make sure your request is “legitimate”, and while that might become a problem down the line, for now it’s working pretty well. (I shouldn’t say no verification system – people aren’t going to respond to requests that seem phony or amateurish, so in that sense, the system is self-regulating).

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    What that means is that, if you need to interview an expert, and can offer a reasonable amount of exposure, there’s no real reason not to try a HARO request.

    And it works. My first HARO request was for an expert n what I thought was a pretty obscure topic. Within a few hours, I had 14 responses! What’s more, almost all of them were good – real, bona fide experts in the rather tiny niche I was writing about.

    If you want to improve your chances of getting a decent response, there are a few things you should do:

    • Be real: I can imagine all sorts of ways that people are going to try to game the HARO system. Here’s the thing, though – you’re interacting with real people – smart ones, at that. They are experts, after all. If your request comes off as scammy, you won’t get a response – but even if your request does get a response, people will realize soon enough that you’re full of… it when you start responding of when you get them on the phone.
    • Explain your topic thoroughly: HARO gives plenty of room to describe who you’re looking for; be as specific as you can. Don’t think you’re being clever by being vague, or that you’ll improve your chances of finding someone if your request is so loosely worded that just about anyone might feel that they’re the right person for you. The people who sign up for HARO’s list are looking for particular requests that they feel a connection with. Ideally, you want a handful of people to read your request and feel like you’re talking about them specifically.
    • Be respectful: You don’t get to expect a response, you get to appreciate one. If someone takes the time to respond to your request, even if you can’t use them for your project, try at least to respond and tell them “no thanks”. You never know when you might need their assistance in the future, so don’t burn any bridges by being a jerk.

    I, for one, will be watching closely to see how Help A Reporter Out develops. It’s such a simple idea, but it works – and in the long run, may be a huge step forward for journalism. And for self-promotion – what a great way to get yourself noticed by people in your niche!

    I’d love to hear other people’s stories about HARO. If you have any, please share them with us in the comments.

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    1 Why Am I So Sad? 9 Possible Causes You Shouldn’t Ignore 2 How to Give Constructive Feedback in the Workplace 3 10 Things That Even You Can Do to Change the World 4 5 Ways to Get Out of a Bad Mood (Backed by Psychology) 5 How a Gratitude Journal Can Drastically Change Your Life

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    Last Updated on December 4, 2020

    How to Give Constructive Feedback in the Workplace

    How to Give Constructive Feedback in the Workplace

    We all crave constructive feedback. We want to know not just what we’re doing well but also what we could be doing better.

    However, giving and getting constructive feedback isn’t just some feel-good exercise. In the workplace, it’s part and parcel of how companies grow.

    Let’s take a closer look.

    Why Constructive Feedback Is Critical

    A culture of feedback benefits individuals on a team and the team itself. Constructive feedback has the following effects:

    Builds Workers’ Skills

    Think about the last time you made a mistake. Did you come away from it feeling attacked—a key marker of destructive feedback—or did you feel like you learned something new?

    Every time a team member learns something, they become more valuable to the business. The range of tasks they can tackle increases. Over time, they make fewer mistakes, require less supervision, and become more willing to ask for help.

    Boosts Employee Loyalty

    Constructive feedback is a two-way street. Employees want to receive it, but they also want the feedback they give to be taken seriously.

    If employees see their constructive feedback ignored, they may take it to mean they aren’t a valued part of the team. Nine in ten employees say they’d be more likely to stick with a company that takes and acts on their feedback.[1]

    Strengthens Team Bonds

    Without trust, teams cannot function. Constructive feedback builds trust because it shows that the giver of the feedback cares about the success of the recipient.

    However, for constructive feedback to work its magic, both sides have to assume good intentions. Those giving the feedback must genuinely want to help, and those getting it has to assume that the goal is to build them up rather than to tear them down.

    Promotes Mentorship

    There’s nothing wrong with a single round of constructive feedback. But when it really makes a difference is when it’s repeated—continuous, constructive feedback is the bread and butter of mentorship.

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    Be the change you want to see on your team. Give constructive feedback often and authentically, and others will naturally start to see you as a mentor.

    Clearly, constructive feedback is something most teams could use more of. But how do you actually give it?

    How to Give Constructive Feedback

    Giving constructive feedback is tricky. Get it wrong, and your message might fall on deaf ears. Get it really wrong, and you could sow distrust or create tension across the entire team.

    Here are ways to give constructive feedback properly:

    1. Listen First

    Often, what you perceive as a mistake is a decision someone made for a good reason. Listening is the key to effective communication.

    Seek to understand: how did the other person arrive at her choice or action?

    You could say:

    • “Help me understand your thought process.”
    • “What led you to take that step?”
    • “What’s your perspective?”

    2. Lead With a Compliment

    In school, you might have heard it called the “sandwich method”: Before (and ideally, after) giving difficult feedback, share a compliment. That signals to the recipient that you value their work.

    You could say:

    • “Great design. Can we see it with a different font?”
    • “Good thinking. What if we tried this?”

    3. Address the Wider Team

    Sometimes, constructive feedback is best given indirectly. If your comment could benefit others on the team, or if the person whom you’re really speaking to might take it the wrong way, try communicating your feedback in a group setting.

    You could say:

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    • “Let’s think through this together.”
    • “I want everyone to see . . .”

    4. Ask How You Can Help

    When you’re on a team, you’re all in it together. When a mistake happens, you have to realize that everyone—not just the person who made it—has a role in fixing it. Give constructive feedback in a way that recognizes this dynamic.

    You could say:

    • “What can I do to support you?”
    • “How can I make your life easier?
    • “Is there something I could do better?”

    5. Give Examples

    To be useful, constructive feedback needs to be concrete. Illustrate your advice by pointing to an ideal.

    What should the end result look like? Who has the process down pat?

    You could say:

    • “I wanted to show you . . .”
    • “This is what I’d like yours to look like.”
    • “This is a perfect example.”
    • “My ideal is . . .”

    6. Be Empathetic

    Even when there’s trust in a team, mistakes can be embarrassing. Lessons can be hard to swallow. Constructive feedback is more likely to be taken to heart when it’s accompanied by empathy.

    You could say:

    • “I know it’s hard to hear.”
    • “I understand.”
    • “I’m sorry.”

    7. Smile

    Management consultancies like Credera teach that communication is a combination of the content, delivery, and presentation.[2] When giving constructive feedback, make sure your body language is as positive as your message. Your smile is one of your best tools for getting constructive feedback to connect.

    8. Be Grateful

    When you’re frustrated about a mistake, it can be tough to see the silver lining. But you don’t have to look that hard. Every constructive feedback session is a chance for the team to get better and grow closer.

    You could say:

    • “I’m glad you brought this up.”
    • “We all learned an important lesson.”
    • “I love improving as a team.”

    9. Avoid Accusations

    Giving tough feedback without losing your cool is one of the toughest parts of working with others. Great leaders and project managers get upset at the mistake, not the person who made it.[3]

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    You could say:

    • “We all make mistakes.”
    • “I know you did your best.”
    • “I don’t hold it against you.”

    10. Take Responsibility

    More often than not, mistakes are made because of miscommunications Recognize your own role in them.

    Could you have been clearer in your directions? Did you set the other person up for success?

    You could say:

    • “I should have . . .”
    • “Next time, I’ll . . .”

    11. Time it Right

    Constructive feedback shouldn’t catch people off guard. Don’t give it while everyone is packing up to leave work. Don’t interrupt a good lunch conversation.

    If in doubt, ask the person to whom you’re giving feedback to schedule the session themselves. Encourage them to choose a time when they’ll be able to focus on the conversation rather than their next task.

    12. Use Their Name

    When you hear your name, your ears naturally perk up. Use that when giving constructive feedback. Just remember that constructive feedback should be personalized, not personal.

    You could say:

    • “Bob, I wanted to chat through . . .”
    • “Does that make sense, Jesse?”

    13. Suggest, Don’t Order

    When you give constructive feedback, it’s important not to be adversarial. The very act of giving feedback recognizes that the person who made the mistake had a choice—and when the situation comes up again, they’ll be able to choose differently.

    You could say:

    • “Next time, I suggest . . .”
    • “Try it this way.”
    • “Are you on board with that?”

    14. Be Brief

    Even when given empathetically, constructive feedback can be uncomfortable to receive. Get your message across, make sure there are no hard feelings, and move on.

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    One exception? If the feedback isn’t understood, make clear that you have plenty of time for questions. Rushing through what’s clearly an open conversation is disrespectful and discouraging.

    15. Follow Up

    Not all lessons are learned immediately. After giving a member of your team constructive feedback, follow it up with an email. Make sure you’re just as respectful and helpful in your written feedback as you are on your verbal communication.

    You could say:

    • “I wanted to recap . . .”
    • “Thanks for chatting with me about . . .”
    • “Did that make sense?”

    16. Expect Improvement

    Although you should always deliver constructive feedback in a supportive manner, you should also expect to see it implemented. If it’s a long-term issue, set milestones.

    By what date would you like to see what sort of improvement? How will you measure that improvement?

    You could say:

    • “I’d like to see you . . .”
    • “Let’s check back in after . . .”
    • “I’m expecting you to . . .”
    • “Let’s make a dent in that by . . .”

    17. Give Second Chances

    Giving feedback, no matter how constructive, is a waste of time if you don’t provide an opportunity to implement it. Don’t set up a “gotcha” moment, but do tap the recipient of your feedback next time a similar task comes up.

    You could say:

    • “I know you’ll rock it next time.”
    • “I’d love to see you try again.”
    • “Let’s give it another go.”

    Final Thoughts

    Constructive feedback is not an easy nut to crack. If you don’t give it well, then maybe it’s time to get some. Never be afraid to ask.

    More on Constructive Feedback

    Featured photo credit: Christina @ wocintechchat.com via unsplash.com

    Reference

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