BulletProofBlog the blog on crisis communications

In 2005, Clear Channel Communications Inc. - the leading owner of U.S. radio stations - figuratively locked its doors when executives heard journalist Alec Foege knocking.

The firm discovered that Foege was drafting a book entitled "The Monster that Ate Mass Media" and wanted nothing to do with it. At best, the company' s statements would be bent to reflect the author' s biases. At worst, any misstep made during the interview would be exaggerated for maximum effect.

But knowing that a "no-comment" is tantamount to saying "I' m guilty" in the age of instant impressions, Clear Channel came up with an immediate, innovative and effective pro-active response. The company hired the highly regarded dean of the industry, Reed Bunzel - the former editor of the trade magazine Radio Inc - to write its own book. Soon, "Clear Vision: The Story of Clear Channel Communications" had beaten Foege to the punch - and more importantly, to the shelves.

Clear Channel' s strategy was a success because of more than just speed, however. By keeping Foege as far away from inside information as possible, and inviting Bunzel deep into the company' s core, Bunzel' s book was lauded as detailed, colorful, and full of strategic insights from senior Clear Channel leadership.

By contrast, Foege' s book was seen as lacking intricate detail and painting a blurrier picture. Bottom line: Bunzel' s official account is selling twice as well as Foege' s unauthorized critique - and now the news media and general public are left with a more favorable impression of Clear Channel.

There' s an important lesson here for any organization or individual seeking control over how it is portrayed in the media: Never wait for others to tell your story - whether it' s in a newspaper article, magazine piece, TV exposé, or even a book. Beat your critics to the punch and force them to swim upstream against the perception you' ve established.