Some reporters are aggressive gadflies impressed with their own importance.

They relentlessly listen to scanners; use their microphones and recording devices as intimidators; and page and call all hours of the day and night often for no good reason.

They badger us for names of victims and press us for “off the record” information. And whether it’s a typo or blatant misrepresentation of facts, they seldom get it 100% correct.

That’s not to say that good reporters don’t exist. Plenty have integrity, good intentions and ethics. Many labor long hours for surprisingly small salaries and seek fairness in their reporting.

But they are often imprisoned by their editors and news directors, told beforehand the focus of a story and given little time or resources to get the job done right. They are only as good as their last “big” story and face cut-throat competition and do-or-die deadlines.

I know this because I was one of them. Idealistic and perhaps somewhat delusional, I believed, even through my college years, that it was the media’s social responsibility to inform and empower its citizens to lead healthier, safer lives.

And while that may not be true and we may not like what they report or agree with their tactics, the media will always get their story. Spoon feed the media, spoil them and watch how often your department makes HEADLINES. 

• Highlight special people, programs, awards and events.

The best stories are about people – a look at the world through their eyes and experiences. Get to know your media market, understand what will “sell” in each coverage zone and brainstorm a “news peg,” or attention grabber.

• Educate the media so they can inform the public.

Explain fire-rescue terms and acronyms; never assume the media understands fire-rescue operations. If firefighters are resting in a rehab area, explain the importance of hydration. If a response time is lengthy, explain the reason for the delay.  

• Accept that you won’t always be hailed a hero.

If crews contain a fire to a bedroom or kitchen, and no one is hurt, killed or rescued, the incident will not likely attract media coverage. Advocate coverage on the most important incidents, and be wary of “the-sky-is-falling” syndrome. The media will question your news judgment, if you make too many bad calls.

• Dedicate your time to helping media professionals meet extreme and inconvenient deadlines without compromising accuracy.

Establish a main point-of-contact and educate your firefighters and media representatives on how and when you release information on incidents and events. This will enable you to more effectively manage the media, release comprehensive information with one united voice and ensure your agency is fairly and accurately represented.

• Listen to their needs and serve as an energetic and enthusiastic liaison even when their requests seem absurd.

Meet the media at a central location, tell them the rules ahead of time, get them as close as possible without compromising safety and treat everyone equally. Give no one preferential treatment.

• Inform to empower; tell the media exactly what you want them to tell the public by knowing the message beforehand and keeping it simple.

Think visual. Set-up “live” play-by-play demonstrations to attract media coverage on public safety messages such as holiday hazards, cooking safety or Fourth of July festivities.

• Never say “no comment” and avoid silence-fillers such as “um,” “ah” and “you know.”

Firefighters are held to a higher standard. Anytime they break the law, the incident will attract high-profile media attention. Even if you cannot release specific details of an investigation, at least explain the process. Giving “no comment” makes everyone look guilty.  

• Expect tough questions, prepare and practice “canned” responses and speak in short concise sentences.

As Americans, we don’t like silence; it makes us feel uncomfortable. Answer only the questions that are asked, remembering that reporters will only use one or two sentences or eight to 12 seconds of your interview.

• Speak in complete sentences and never give one-word answers, even if asked a yes or no question.

Clarify, clarify, clarify. If reporters ask how many gallons of water a fire engine carries, tell them 750 gallons but explain that multiple units respond to structure fires.  

Undeniably, the media has tremendous power and ability to single-handedly form and change public opinion. As public servants, it’s in our best interest then to accept their idiosyncrasies and narcissistic nuances and help them as best we can.