The suspension of processing and issuance of passports dominated the public sphere over the past weeks.
No wonder there was palpable excitement when the Department of Immigration and Citizenship Services (Dics), through its director general (DG), Charles Kalumo, announced the resumption of issuance of passports after the passport processing system had reportedly been hacked.
Considering that this was an issue of national importance in view of the controversy that surrounded the passport saga, the media was duty-bound to conduct some fact-checking by interviewing service seekers at Dics to verity if the exercise had indeed commenced as announced.
In the spirit of fairness and objectivity, it was right and proper for the journalist who wrote the lead story in Malawi News edition of March 16 2024 to balance the story by interviewing Kalumo.
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Unfortunately, the interview was marred by some altercations between the journalist and the DG. The issue attracted mixed views from various quarters.
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One school of thought felt the reporter should have, first of all, contacted the department’s public relations officer (PRO), being the first line of contact, instead of contacting the DG directly.
Others justified why the journalist had to contact the DG directly, arguing that “when a journalist fails to get sense from the PROs, they are free to interview the controlling officers and there is absolutely nothing wrong with this.”
Without wanting to take sides, it has to be appreciated that journalism, as a field, occupies an important space in communicating issues of public interest.
A journalist is vested with the responsibility to undertake these duties with impartiality while serving as a cautious watchdog that pursues nothing but the truth.
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Both CEOs and journalists need and rely on each other in their line of duty of disseminating information to the masses.
Therefore, any altercations between CEOs and journalists should always be a serious cause for concern. The public becomes the loser as it is deprived of timely, accurate and crucial information from strategic institutions like Dics.
For starters, public relations (PR) is a delegated function. In a normal institutional set-up, communication goes through the CEO. It is to the CEO’s discretion to either attend to questions from reporters directly or delegate a PRO.
The advantage of the CEO talking to journalists directly is that this could convey authority, transparency and authenticity.
This might also eliminate misinterpretations that might occur through ‘intermediaries’ like the PR manager. This element of immediacy could potentially foster a stronger connection with journalists.
PR managers should, therefore, understand that when a journalist approaches a CEO directly, it does not necessarily imply loss of trust in them. Journalists may simply want to get direct quotes or seek a more personal perspective.
However, apart from handling the media, a CEO has other equally competing priorities to attend to. This approach could, in some instances, put the CEO under undue pressure as he or she tries to handle probing questions from aggressive reporters in their pursuit for truth.
In the process, there could be some tensions. Tempers may flare up and a CEO could become offensive as he or she tries to fend off probing questions from the reporter.
While it is essential for CEOs to be visible and accessible, overexposure could have some implications. It might, among others, lead to the CEO being the sole face of the organisation, potentially overshadowing the collective efforts in an organisation.
Moreover, it could increase the likelihood of miscommunication or inadvertently disclosing sensitive information if there is no proper PR guidance.
CEOs should, therefore, understand the power of their voice in the media and the impact of their statements on the organisation’s reputation.
While being accessible to journalists is essential, it is advisable for CEOs to work closely with their PR teams.
Encouraging a unified front in media interactions ensures consistent messaging and alignment of communication with the organisation’s objectives. It also strengthens the organisation’s narrative and credibility, thus preserving the brand’s integrity.
As such, CEOs should empower their PROs. They should also support them in cultivating trust between them and the journalists.
When all is said and done, PROs will remain crucial in providing comprehensive background information, context and ensuring that the CEO’s responses are properly crafted.
PROs are trained to manage various stakeholders including journalists while ensuring cohesive communication, aligning messages with the organisation’s goals.
