Media Relations: 2026 Expert Positioning Myths

There’s an astonishing amount of misinformation circulating about how to effectively become a go-to source for journalists, often leading businesses and individuals astray in their quest for genuine thought leadership. Many believe simply issuing press releases will magically transform them into media darlings. This couldn’t be further from the truth.

Myth 1: Media Coverage is About Sending Out More Press Releases

This is perhaps the most common and damaging misconception in media relations. I’ve seen countless marketing departments churn out dozens of press releases annually, only to lament their lack of media pickup. The assumption is that sheer volume or the “newsworthiness” of their internal announcements will grab headlines. The reality? Most press releases, especially those focused solely on product launches, minor hires, or internal milestones, end up in a journalist’s overflowing trash folder. According to a 2023 survey by Muck Rack, 80% of journalists prefer to receive pitches directly from PR professionals rather than through a press release distribution service, and a significant portion still prefer email for initial contact, highlighting the importance of direct, personalized engagement over mass distribution. What truly works is building relationships. I had a client last year, a fintech startup, who was convinced their new app feature was a “game-changer” and deserved a splashy release. After a month with no traction, I explained that journalists don’t care about your app feature; they care about the impact of your app feature on a larger trend. We shifted our strategy entirely. Instead of a press release, we identified five key journalists covering financial technology and economic trends. I crafted individual pitches, offering our CEO for an interview, not to talk about the app, but to discuss how AI-driven personal finance tools were democratizing investment for younger demographics. We provided data from our internal user base (anonymized, of course) on behavioral shifts. The result? Three interviews, two of which led to significant features in major business publications, positioning our CEO as an expert on emerging fintech trends, not just a company founder. It’s about providing value, not just information.

Myth 2: Journalists Will Find You if You’re Truly an Expert

This is a passive, almost magical belief that if your expertise is profound enough, reporters will somehow sniff you out. While it’s true that truly groundbreaking research or a highly visible public profile might attract some organic attention, relying on this is a recipe for obscurity. The media landscape is too crowded, and journalists are too pressed for time to constantly scour the internet for hidden gems. They’re on deadlines, and they need reliable sources, fast. Effective expert positioning requires proactive outreach and strategic visibility. You need to be where journalists are looking. This means having a strong, up-to-date professional profile on platforms like LinkedIn, actively participating in industry discussions, speaking at relevant conferences (even virtual ones), and, critically, being registered with services journalists use. For instance, platforms like Help a Reporter Out (HARO) or ProfNet are often used by reporters seeking specific expertise for their stories. If you’re not there, you’re invisible. We ran into this exact issue at my previous firm with a brilliant cybersecurity expert. He was truly a world-class authority on zero-day exploits, but he hated public speaking and thought his published research was enough. When a major data breach hit the headlines, reporters were scrambling for commentary. My expert was exactly the kind of source they needed, but he wasn’t easily discoverable. Meanwhile, a slightly less experienced but more media-savvy competitor was all over the news. It took us weeks of targeted outreach, leveraging his existing academic network to get introductions, before we could get him in front of the right journalists. Had he been proactive in building his public profile and engaging with media platforms earlier, he would have been the first call. It’s not enough to be an expert; you must be seen as an expert.

Myth 3: Any Media Coverage is Good Media Coverage

“There’s no such thing as bad publicity” is a dangerous adage, especially in today’s digital age where narratives can spiral out of control in minutes. While some might argue that any mention increases brand awareness, poorly executed or off-message coverage can severely damage your reputation, dilute your intended message, and even alienate your target audience. Think about it: being quoted out of context or having your message twisted can be far worse than no coverage at all. Our goal in thought leadership is to secure authoritative, positive, and relevant coverage that reinforces your expertise and aligns with your strategic objectives. This demands careful message crafting, media training, and a deep understanding of the journalist’s angle. For example, if you’re an expert in sustainable urban planning, being quoted in a story about celebrity gossip, even if you manage to shoehorn in a mention of green infrastructure, does little to build your credibility in your core area. It’s a distraction at best, and at worst, it makes you seem unfocused. My strong opinion is this: always prioritize quality over quantity. A single, well-placed article in a respected industry publication where you’re quoted extensively as the definitive source is infinitely more valuable than ten brief, throwaway mentions in less relevant outlets. We once had a client, a legal tech firm, who was thrilled to be featured in a local morning show segment. The segment was lighthearted and focused more on the “cool factor” of their AI tools than the serious legal implications or efficiencies they offered. While it got them some local buzz, it didn’t move the needle for their target audience of corporate legal departments. We then shifted our focus to securing bylined articles in publications like The American Lawyer and Law Technology News, where their CEO could articulate nuanced perspectives on the future of legal practice. That’s where their true expert positioning began to solidify.

Myth 4: Journalists Just Want Your Company’s Story

This myth ties back to Myth 1 but deserves its own debunking. While journalists might be interested in a truly novel innovation or a significant company milestone that has broader market implications, they are primarily interested in stories that resonate with their audience. Your company is rarely the story; it’s usually a source for a larger story. Reporters are looking for trends, insights, data, predictions, and unique perspectives that will inform or entertain their readers. To become a go-to source, you must shift your mindset from “what do I want to tell them about my company?” to “what valuable insight or data can I provide that helps them tell their story?” This means understanding their beats, their recent articles, and the topics currently dominating their publication. A journalist covering the future of work isn’t interested in your new internal HR platform unless you can frame it within a broader discussion about, say, the impact of hybrid models on employee productivity or the evolving role of AI in PR and talent acquisition. Consider the ongoing discussions around artificial intelligence. Every company has an AI story now. But what makes one expert stand out? It’s not just saying “we use AI.” It’s being able to discuss the ethical implications of large language models, or providing specific, actionable data on AI’s impact on specific industries, or offering a contrarian view on its long-term economic effects. That’s the difference between being another voice in the choir and being the lead soloist.

Myth 5: Media Training is Just About Not Saying “Um”

While presentation skills are part of it, effective media training goes far beyond merely polishing your delivery or avoiding filler words. It’s a comprehensive process designed to equip you with the strategic tools to navigate interviews, control the narrative, and consistently deliver your key messages, even under pressure. Many believe a quick run-through of FAQs is sufficient, but this underestimates the dynamic and often unpredictable nature of media interactions. True media training for expert positioning focuses on several critical elements: understanding journalist motivations, anticipating difficult questions, developing concise and impactful soundbites, bridging techniques to redirect conversations back to your core messages, and managing crisis communications. It’s about learning how to be conversational yet disciplined, informative yet persuasive. It’s also about understanding the technical aspects, such as how to appear on camera or project confidence over a phone interview. I recently worked with a CEO who was incredibly knowledgeable but prone to rambling when nervous. Her initial interviews were often unfocused, losing the thread of her key points. We underwent several intensive media training sessions. We didn’t just practice answers; we practiced listening to the questions, identifying the underlying agenda, and then strategically inserting her prepared messages. We even simulated aggressive interviewing styles. By the end, she was able to articulate complex ideas with clarity and confidence, ensuring her expertise always shone through. She learned to embrace the “rule of three” for her key messages, making them memorable and repeatable. This isn’t just about sounding good; it’s about being effective. Becoming a true go-to source for journalists demands a proactive, strategic, and value-driven approach, moving far beyond common misconceptions to build genuine relationships and consistently deliver expert insights.