The blog Experts unreachable, guests absent, articles cancelled: what undermines the journalist–PR relationship
Shems Tlemcani
Article
Experts unreachable, guests absent, articles cancelled: what undermines the journalist–PR relationship
PRMedia
Published on wednesday 28th may 2025 at 00h00, updated at 15h46
Absent guests on air, cancelled interviews, unmet media commitments: journalists and press officers face unexpected issues that can weaken their professional relationships. How to manage the demands and constraints of each party? Testimonials.
Experts unreachable, guests absent, articles cancelled: what undermines the journalist–PR relationship
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On May 6, 11 AM, in his recording studio, Marc Ezrati, journalist and host of Le Club Immo on Radio J, had to revise his programming. The expert scheduled to appear would not come. Frédéric Lorey, an independent press officer, had no better luck. After two hours spent with his client fine-tuning answers to questions from a journalist, silence: the article would never be published.
Although exceptional, these setbacks are part of the daily reality for communication and information professionals. Journalists must deliver timely information, while press officers respond to their clients’ demands. Their constraints don’t always align.
When appointments go awry
Being stood up: the nightmare of all journalists and press officers. Yet, according to Frédéric Lorey, this is unavoidable: “Every press officer has experienced this: an article that never appears, a shoot cancelled, an interview postponed... Or an article that does not mention the client. It’s part of the job.” Journalists echo this sentiment. “We operate in a world supposedly based on communication, yet it often malfunctions,” laments Marc Ezrati, a journalist for 35 years. He mentions guests who have a client meeting just before the show and arrive late. “In radio, the studio isn’t self-service. There are technicians, other producers. If the guest isn’t there, the slot is lost.” Even pre-recorded sessions don’t protect from unforeseen events. “A press officer had confirmed the expert. The day before, I learned he wasn’t coming… because he hadn’t been informed,” he complains. “Result: a cancelled show, a lost slot, and we do what I hate most—re-runs.”
“He ended our collaboration”
Press officers also face strong pressure. Balancing journalists’ and clients’ expectations sometimes leaves little room for maneuver. Frédéric recalls: “After weeks of follow-up, I had secured two interviews with Les Echos and BFM. In the end, the expert refused to speak due to tense social climate in his company.” Another mishap: “For a TV segment on personalized gift ideas, I sent a client’s product to the production. The assistant confirmed receipt and said she hoped we’d like the segment,” recalls the press officer. “The next day, watching the show, nothing. No trace of our product. Impossible to get any explanation.”Though generally “rare,” says Sarah Gerlicher, an independent luxury press officer, these events can have serious consequences. “I organized a press trip for five journalists. Everything was set. On the day, one refused to board, considering the airline, EasyJet, below her standards. Our client, the Tourism Office, who had paid for the tickets, was furious. They ended our collaboration.”
Misunderstandings and lack of knowledge
Why so many slip-ups between journalists and press officers? For Marc Ezrati, it’s often due to a lack of understanding of the profession. “Some PRs don’t know our formats, constraints, or deadlines. The press officer who ruined my show knew nothing about my work. She had never listened to the program.” Frédéric Lorey points to the role of clients: “Some refuse to speak to certain media they find ‘too popular.’ These blocks should be clarified at the start of collaboration, or it’s an obvious waste of time.” These dysfunctions may also result from poor spokesperson choice. “Once, I suggested a school director to talk about stress management to a journalist, but he wasn’t knowledgeable or concrete. Result: no mention of the school in the article, even though I had pitched the idea.”
Rigor, flexibility, and education
The relationship between journalists and PR is a balancing act. To make it work, the rules must be understood. “I know journalists lack resources and time, and publication is never guaranteed,” reminds Sarah Gerlicher. “It’s our job to lighten their load: schedule meetings, facilitate exchanges, prepare clients.” But rigor isn’t enough: “It’s a human job, there are unforeseen events. You have to be flexible while staying professional.” To maintain lasting relations with newsrooms, Frédéric Lorey relies on transparency. “I prefer honesty from the start, explaining my client’s constraints rather than promising what I can’t deliver.” But he expects the same in return: “Finding out at publication that a client wasn’t mentioned, without warning, is uncomfortable. A simple explanatory message would avoid putting us in a difficult position.” He also stresses the importance of relevant proposals to the media: “You must understand journalists’ expectations to offer suitable topics. Even if it doesn’t work out, journalists should feel we understood their needs.” Marc Ezrati calls for more education: “We must make PRs aware of our reality. They need to understand how journalists work, their constraints, and how they select information. Ideally, they should visit newsrooms or attend recordings.” He adds practical advice for mishaps: “If an expert is on vacation when a press release is sent, have a backup plan with another speaker.”
Tensions between journalists and press officers are not new. But they remind us of a truth: without listening and anticipation, collaboration fades. Listening to the main actors, better mutual understanding, clarifying roles, and sharing constraints could limit misunderstandings and help build a lasting relationship.
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