Which would you rather do? Make cold calls and send emails to names from a directory trying to convince them that they should see you and your agency; or send one email that says, “So glad we met recently at the Jones party; it was really great fun.”

That line can say it all. Every person you meet, every individual you say hello to, every function you attend, is a bonafide networking opportunity. It’s a unique chance to engage with people and learn about them, who they are, where they’re from, what they do, where they work, where they went to school, their interests and hobbies. Networking can be done so naturally. After each brief encounter, you exchange cards, follow up with a breezy email and, voila! A budding relationship. A networked connection. And you didn’t even have to go to LinkedIn!

What are the keys to networking success?

Engage with people every chance you get. As noted, every encounter, every handshake, every greeting is a network opportunity. And when you have the chance to engage and get a dialogue started — make the person you’re speaking to feel you’re interested in them, what they have to say, what they think or feel.

Ask questions, and listen to the answers. You’ll be amazed how the conversation can smoothly, logically flow when you listen. There’s also an axiom here; most people (not all, but most) like to be asked about themselves, and talk about themselves when engaged in natural, tactful conversation. It makes the individual feel the person asking the questions has an engaging personality, and a genuinely likable persona.

Check your ego. Most people don’t want to spend time with someone who seems to love talking about themselves. People like dialogues, not monologues. That doesn’t mean when you think of a personal anecdote relevant to the conversation that it shouldn’t be used, but just don’t let it lead to five minutes of talking about yourself.

Get out there. Everyone has that moment at a cocktail reception, a dinner, or a party, where you’re standing alone, seeing others chatting away in twos and threes, and you think “I hate this. I don’t know anyone,” or “I feel out of place.” Stop right there. Instead, get over that fear and think “there are 60 people here that I don’t know, and I have the unique chance and great opportunity to make 60 new connections, acquaintances, maybe even friends–with a whole new world of of people.”

It’s the art of the network. Use it to your benefit.

It’s hard out there for a CEO.

Recently, we witnessed a week’s worth of drip-drip-drip coverage about Yahoo chief Scott Thompson’s resume. The gaffe culminated in Thompson’s resignation after only four months on the job. But the controversy, on the surface, wasn’t about whether he’d faked an advanced degree, or falsely claimed Ivy League credentials. No, this was about his undergraduate major.

The headline-making departure last month was that of Best Buy chief Brian Dunn. Maybe it wasn’t surprising, but it was breathtakingly abrupt, amid unsavory and unsettling rumors of “improper conduct.”

Granted, each of these, and other “CEOs behaving badly” situations was really about company performance. And in Thompson’s case, the growing crisis wasn’t handled well. But it’s obvious that the stakes are higher than ever for the head guy. Controversy over executive pay, diminishing public confidence, and the news cycle have conspired to make even seemingly trivial missteps a big story.

The implications of the new, more perilous chief executive role aren’t lost on those who recruit and install the top guns, or on professional communicators. Corporate boards will redouble efforts to troubleshoot potential problems in advance. And it’s only right that chief executive prospects should be vetted with the zeal and rigor of (most) presidential candidates. Every weakness, peccadillo, or hint of scandal can, and will, come out.

At a time when a strong, communications-savvy CEO is more needed than ever, corporate strategists and PR specialists will become even more cautious about putting the head guy out there. A deep and visible executive bench is a strong communications strategy, and, these days, good risk management. But it’s more likely that access to the executive team will simply become scarcer for journalists.

The bottom line, of course, is that most of the responsibility lies with the chief executive. The occupant of the corner office needs to acknowledge his/her shortcomings, seek the best advice from those outside the inner circle, and be aware of when a problem or crisis has grown beyond their capability to address it. A terrific example of the “new” CEO who actively seeks counsel around his own leadership development is that of Mark Zuckerberg, as detailed in a recent New York Times piece. Yet, Zuckerberg, who will be 28 next week, is an anomaly even for a technology company.

The imperial CEO is long dead, and well he should be. And maybe we shouldn’t feel too sorry for the guys who can generally pull a ripcord on a golden parachute and go home to a fat bank account. But it’s possible that the pendulum has swung too far from the command-and-control days. The margin for error is so thin that you have to ask yourself, at some point, who’s going to want this job? When accountability becoming scapegoating, it’s a losing proposition for everyone.

I was all set to wax rhapsodically about some moms who had earned terrific PR for deeds well done this year. Then the Tanning Mom appeared, followed by the Stripper Hot Dog Mom and in an entirely different category, Linda “I don’t get out of bed for less than $10,000” Evangelista and her outrageous child support demands!

So instead, I offer up some free PR advice for these and other “moms behaving badly.” There may not be redemption in the court of public opinion but at least their kids may still have fond feelings for them. Now, heed these words!

For the “Tanning Mom”

Stop tanning immediately.

Come clean about what really happened with your young daughter at the salon and if there really was “fire where there was smoke,” apologize!

Have fun with the critiques such as SNL and the terrific Kristen Wiig impersonation.

Milk your 15 minutes in a smart way. Get involved with the Skin Cancer Foundation and speak out about the safety concerns associated with tanning; conversely, you could explore a spokesperson gig for a self-tanner or bronzer brand!

For the “Stripper Hot Dog Mom”

Stop offering sexy additions to your menu.

Put on some real clothes.

But not right away…this may be an instance of “any publicity is good publicity.” Curiosity-seekers ought to drive business through the roof!

Stick to cooking.

For Linda Evangelista

Try to wear less than $5,000 of luxury accessories for your day in court. You know, look needier!

Put some of that cash to good use and start a foundation for children of single supermodels or, in a more serious vein, children of disadvantaged single-parent homes.

Get ready for more critiques and arm yourself with “key messages” that don’t make you look so greedy.

Take the high road and only speak kindly of your child’s father; you want this out of the news cycle as quickly as possible.

Any other words of wisdom you’d like to share with these moms or any other moms?

The secret behind a great media interview? Sometimes, it’s the humble briefing book. Prior to a media meeting, most PR pros prepare a thorough briefing book to introduce a client or spokesperson to each individual outlet and interviewer. In “The Devil Wears Prada” the “mother of all briefing books” was an actual volume that Anne Hathaway used to make Meryl Streep brilliant in any receiving line.

In the hilarious new HBO comedy, “Veep,” the briefing book used by Vice President Selina Meyer (Julia Louis-Dreyfus) is in the form of incredibly granular data stored on every aide’s smartphone, whispered into the Veep’s ear or headset, often with interesting results.

Wherever it’s used, the PR briefing book enables the spokesperson to gain a level of comfort and confidence regarding the interview. A well-written book helps ensure a smooth interview process and a great resulting placement.

The following tips will help you prepare a killer briefing book:

Have Structure
The briefing book should have a structured format. Elements like a cover page, table of contents, and full details on the outlet and the writer provide organization that will make it easier for your client to navigate.

Tell Their Story
The briefing book should include all relevant information about the outlet, the reporter’s position, and how he/she prefers to interview (in person, by phone, over drinks, etc.). But, to be truly effective, tell the interviewer’s story – include previous articles, former positions, and interesting personal details such as whether the writer has children or an interesting hobby. At Crenshaw Communications, our briefing books often include photos of the interviewer to help the client become familiar in advance.

No Surprises
It is crucial that all details are factual, accurate, and up-to-date. The spokesperson will be relying on this information to prepare for the interview and it is essential that it is correct. There is nothing worse for both parties than supplying a misspelled name or wrong biographical data.

Make It Accessible
Once you have a briefing book, make it a “living, breathing” document, easily updated and available. Save it on a cloud-based system or another shared network. This way it can also be easily updated, edited, and used by other members of your team.

Interviews can be daunting, but intense preparation, as symbolized by a superior briefing book, will assure that your client will be one step ahead of the game.

Here are the top 4 phobias I see from those just starting out in public relations.

Pitching over the phone

This is undoubtedly the top fear I see from interns and entry-level PR pros.  There is always a certain apprehension about picking up the phone and calling a reporter, but the truth is, they don’t bite.  Be smart and only call those who are right for the story.  Read up on the journalist and check out their twitter to see what they’re into, and try role-playing with a colleague to get more comfortable. The younger you are, the less likely you are to actually use the phone for “talking”, but in this business, it can make a big difference.

You’ve pitched like crazy… Still no placements!

Your client has a “huge” announcement, and you’ve been pre-pitching.. and pitching… and pitching some more. Still no hits. Don’t have a panic attack, because it happens to the best of us.  Learn to “put the best face” on the situation for the client by providing them with constructive media feedback and taking what you’ve learned and applying it for future media interaction.

Afraid of the higher powers

Every now and then an intern comes along who is completely terrified to speak up in staff meetings or ask questions and speak in person with the higher-ups at the agency. This is unfortunate, because the only way to stand out and be noticed is to speak up and show off what you’ve got.  Try making a list of things you’d like to speak about and ideas you’d like to present, and tackle them one by one.

Uh oh.. No one shows up to your event

Even the most seasoned PR veterans fear this.  It’s enough to keep you up at night.  What if no one shows up to your client’s event that you’ve been planning for months?  The thought may be terrifying, but the only thing you can do is prepare and plan like crazy while managing expectations throughout the process, so that the client will be ready for any possible scenario.

What do you think? What’s your biggest PR phobia?

It’s that time again, when an army of newly minted graduates hits the streets (or, more literally, their laptops) to land that first job. It may be the tightest employment market in years, but the challenge of finding work is probably good preparation for what’s to come! If you’re determined to break into PR, here’s my best advice.

Use every connection you have. Neighbor’s son-in-law’s girlfriend work at a PR agency? Ask for an introduction. Share a hometown, hobby, or favorite sports team with an employer? Let her know. Be polite, but be persistent, and don’t be shy. This is not a career for the faint of heart.

Ask for advice, not a job. Of course your goal is to be hired, but you may get further if you ask a senior executive for ten minutes of her time to get her best advice about breaking in. It’s a bit harder to turn that down, and your strategy should be to get on the radar.

Perfect your writing. In a competitive job market, a grammar error, tortured phrase, or typo will eliminate you, plain and simple. (Marijane’s post about resume gaffes is just the tip of the iceberg!) Learn to write for brevity, rather than for term-paper-like word counts. Be punchy. Be bold. But be brief.

Don’t spam. It’s amazing how many emails I get with another agency’s name in the body, or with telltale font changes or other signs of an e-blast. A mass email tells an employer that you’re not serious. And never, ever, start a note with “To Whom It May Concern.” Prospecting for a job is a lot like pitching media; the personal approach is time-consuming, but it’s the only way to do it.

Be social. As in following prospects on Twitter, engaging them on Facebook, and participating in industry or company LinkedIn groups. Consider Facebook ads, an introductory video of yourself, a career-themed Pinterest board. Show that you understand the medium and how to use it.

Get real. Experience, that is. Most agencies require at least one internship. Interviewing PR pros about their daily routines, studying the media and developing knowledge in a niche area or vertical category is also helpful. When I co-taught a graduate-level PR course, I was impressed by what the students knew that I didn’t. Cool stuff, like persuasion theory. But, very few had enough practical knowledge to write a solid client recommendation memo. The more practical experience you have, the better.

Have opinions. The best way to persuade an employer that you can help a client stand out is to do it for yourself. In an interview or short cover letter, offer some independent thinking. It’s more impressive if, instead of saying how much you’d die to work on their newest client, you have thoughts or ideas about the client’s business, the category, or a competitor. If an employer asks what you think of her agency’s website, be prepared with a thoughtful answer, not empty flattery. If she doesn’t ask, volunteer it. PR people are recommenders. Be one.

Package yourself. Make your strengths relevant. Be a storyteller, but prepare your narrative in advance. One of my worst interviews occurred when a recruiter asked me to tell her about myself. I babbled a life chronology rather than controlling the interview and focusing on relevant strengths. The open-ended questions can be the hardest, so have your “key messages” ready.

Show, don’t tell. In telling your story, illustrate your strengths with anecdotes and examples. Don’t just brag about your best qualities.

Be a media junkie. Nothing warms a PR executive’s heart like a true student of the media. Drop names, visualize stories, show that you’ve not only done your homework, but that you consume a broad diet of traditional and social media on your personal time and take an interest in PR industry and business topics and developments. You are what you read.

Be curious. Always ask questions. Even if you’re speaking with six executives in a row and have heard the corporate spiel from each of them, ask them something. Even if you know the answer. Your job is to show engagement.

Have other suggestions that have worked? Please share!

With this in mind, here are some tips to help PR pros hit the ground running with their new client.

Embrace Process

During the courtship period, a comprehensive media audit is required so you can emphasize just why that potential client needs your help, etc. But, in terms of building a powerful machine for your account, an audit is really just the beginning. Creativity is great, but it can only grow out of a disciplined account management process.

Upon signing your client, the account “infrastructure” needs to be set up quickly. This usually means identifying top media and influencer targets; setting up RSS feeds and Google Alerts; developing or adapting messages and materials; and arranging weekly calls. This is all before you’ve even sent out a pitch. In PR, it’s all about being prepared, so having a tight process in place is common sense.

Decide Roles and Goals

At the outset of an agency search, potential clients are introduced to a full team. Once the client is won, roles and goals must be articulated. The day-to-day contact is generally determined in advance, but for any multi-faceted account, roles should be spelled out, preferably in writing. Deadlines and expectations are particularly important; for more junior team members, they must be very clear.

Do A Deep Dive

You’ve spent hours with your new client, reviewing decks and discussing big ideas. Does that mean you must know their brand inside and out? Not at all.

For PR folks to truly understand their client’s overarching vision, set aside 2-3 days for a brand immersion, in which you examine the company’s people, culture, internal goals and challenges, as these are all relevant to PR. The more you know, the better.

Arrange Face Time

Take advantage of your beginner’s status to ask open-ended questions and insist on face time with senior staff. The new agency briefing is often a good opportunity for internal team members to become aligned, and it sets the tone for all relationships moving forward.

The past two weeks have seen a cascade of misdeeds to fascinate apology-watchers like me.

Where to begin? There’s the mushrooming scandal over the GSA’s $820,000 taxpayer-funded junket to Las Vegas in 2010. And the even seamier “hookergate” involving members of the Secret Service (though at least they were cost-conscious in their indiscretion!)

There was also plenty of outrage over ill-chosen public comments. In an unexpected gift to the Romney campaign, progressive pundit Hilary Rosen managed to anger stay-at-home moms, conservatives, and even the White House with her comment about Ann Romney.  Then there were the rogue remarks of rocker and gun enthusiast Ted Nugent, whose wacky anti-Obama rant earned him a visit from the Secret Service itself, in a nice bit of symmetry.

Most of the above have resulted in a public mea culpa. Some are baffling and nearly all are terrible. Inspired by the past week of apologies, I’ve drafted a guide for how not to deliver a face-saving public apology:

Wait it out. This is what Hilary Rosen tried to do in the wake of a strong reaction to her statement that “Ann Romney hasn’t worked a day in her life.” Though Rosen explained she was objecting to candidate Romney’s attempt to liken his wife to struggling working moms rather than criticizing her choice, the controversy didn’t abate until she formally apologized. Politics? Of course, but if you live by the sword, sometimes you have to fall on it.

Blame the victim. “I’m sorry if anyone was offended….” is how the classic non-apology starts. This is a flawed communications strategy because it evades responsibility and seems to put the blame on the injured parties. There’s a bit of this in Romney adviser Richard Grenell’s public apology for his Twitter updates criticizing Hillary Clinton’s appearance, Rachel Maddow’s style, and Callista Gingrich’s hair, among others. “I apologize for the hurt (the tweets) caused,” reads Grenell’s statement. A more sincere message would have gone something like this: “I attacked people in petty and personal ways because I don’t like their politics, and that is immature and wrong.”

Blame the system. Similarly, pointing fingers at forces beyond your control to deflect responsibility is unlikely to be effective. Disgraced former GSA head Johnson tries to have it both ways in her apology. She accepts responsibility but spends more time explaining that the infamous Vegas junket was well underway when she was appointed and that she was “unaware of the scope.” Weak.

Make it about you. Johnson goes further by expressing sincere regret for the GSA fiasco. Her words are affecting…until the end. “I will mourn for the rest of my life my failed appointment…” should be more about the taxpayers, not her career. Similarly, in Rush Limbaugh’s apology to Sandra Fluke for calling her a “slut” last month, he spends the bulk of his statement justifying his own outrage over the contraception issue, then ends with the single line, “I sincerely apologize to Ms. Fluke for the insulting word choices.” Not enough, Rush.

Make light. Actually, humor (of the self-deprecating variety) can occasionally work, but it’s highly risky and must be deployed with extreme caution. An exception to the “no humor” rule and my favorite use of self-deprecation may be Robert Scoble’s blunt and refreshing self-indictment for an opinionated rant against an online commenter last year. Scoble was man enough to drink his own (apology-flavored) Kool-Aid in a blog post titled, “How I Made Myself Into An A-Hole.” Well said.

A new book, “Alone Together: Why We Expect More of Technology and Less of Each Other” by MIT Technology Professor Sherry Turkle, posits the following. Although we have wondrous new ways of connecting, via smartphones and computers, texting and emailing, social networking sites where we update our “stati” several times a day, in many ways, the age of digital saturation has caused us to sacrifice conversation for mere connection.

I see this every day in our busy and buzzing PR office. It used to be that our phones would ring off the hook and you couldn’t hear yourself talk over the din of animated phone conversations with reporters and clients. Now, when I ask my co-workers, “did you talk to Joe at the Times?” the answer is something like, “Yes I tweeted him and he emailed me right away requesting more information,” or “He just texted me with a date for an interview.”

Speaking of interviews, these crucial opportunities to spread a client’s message used to be much more formal affairs, in person, over lunch or drinks, only occasionally as “phoners.” Now, more often than not, a reporter will email questions to the PR contact who will email them to the client and discuss responses via email memo or phone. Kind of takes the spontaneity and spark out of the whole process, producing a sanitized, message-controlled interview, — maybe just what a client wants, but lacking color!

As much as new technology and multiple devices have eased and sped up our ability to communicate, I advocate for face-to-face conversation when you can get it. Sherry Turkle fears that kids growing up “digitized” won’t learn the basics of social conversation. Yikes!

Therefore, I urge you to chat more with your co-workers, make time to see your clients in person on a regular basis and take a media contact out for drinks or coffee. Nothing can replace face-to-face!

Media training can be defined as preparation for an interview, including counseling and rehearsal conducted prior to the interview or appearance on radio or TV. A media training session strengthens communications skills and helps develop a comfort and confidence for getting key message points delivered when talking with reporters. “Refresher courses” after interviews are also vital.

We recently worked with an author whose native language was not English and whose message was a bit complex. The training session included a professional media trainer and a cadre of PR professionals.

Here are some of the takeaways from that session:

Brainstorm every possible key message point. Then narrow down to three.

Of your three key points, state your most important one first. Don’t bury your main message.

Answer the question YOU want to address. But don’t dodge questions! Answer in eight seconds or less, then bridge back to your main point. Devise two or three segues to steer the answer your way. Practice them in role-play sessions.

If needed, repeat the interviewer’s question aloud to give yourself time to gather your thoughts.

Repeat your message often using different examples, phrases, and ordering.

Remember that a single vivid example is worth a thousand boilerplate message points.

All the media training in the world is worth nothing unless your client “buys” into it and practices. The proof will be in the ever-improving interviews he or she gives. What media training tips have been effective for you?