FINDING INFORMATION Do your research about a company before you start interviewing. Your research will make or break your interviews. In addition, showing the people that you have done your homework puts them at ease. If they see that you know as much – or more – about the company than they do, then they will likely tell you what you want to know. Research can open a lot of doors.

BEFORE THE INTERVIEW Historical information about a company can sometimes be the most interesting. Scan old press releases as well. Did the company make announcements about news businesses where they gave projections? Have those projections panned out? Is the business unit still functional, or was it a flash in the pan.

BEFORE THE INTERVIEW When profiling an executive, always ask for their resume or biography. Don’t hesitate to call people who previously worked with the executive – or even family members. They often will talk uninhibited by the company public relations staff.

THE INTERVIEWS Find stuff you can use in the interviews to ingratiate yourself with the executives. Personal information can break the ice. Awards and honors can also be used in the story to help support a specific angle. Remember, company profiles should never show bias. Present the good and the bad.

THE INTERVIEWS In addition to the CEO, who else do you want to interview? Other executives can be important. Many business journalists prefer to leave the CEO interview until near the end of the information gathering process – it helps prevent a CEO from influencing the direction of the story.

THE INTERVIEWS If you have the time, it’s often valuable to talk to lower level employees as well. Often, they will not be quoted, but they can provide the perspective of what’s going on in the trenches. In addition, they can discuss how the rank and file feel about the executive team and the company strategy.

THE INTERVIEWS If they will talk, sometimes board members can also be very helpful interviews. They are the CEO’s boss, and they sometimes will give an honest assessment of his or her performance. Board members can also talk about corporate strategy and important decisions.

THE INTERVIEWS Look for former executives and former board members as well. Sometimes, they leave the company because they disagreed with the strategic direction the business was being taken in. In addition, they sometimes are forced out because of disagreements.

THE INTERVIEWS Before interviewing people inside the company, or connected to the company, it’s often valuable to talk to outsiders. Suppliers, business partners and competitors sometimes can give a more honest portrait of a company than the company management itself. Competitors hate each other. It’s often the prime motivating force in their business.

THE INTERVIEWS Investors are also a great source. Large investors have more access to top company management than virtually any outsider. They are the constituency that the executives are trying to please the most. A good investor source can be a great friend of the media.

THE INTERVIEWS Industry analysts can provide perspective. Lawyers are sometimes are a good source. Always keep a list of the people you have interviewed and when you talked to them. Don’t be afraid to go back to them after other interviews to tell them what else you’ve heard.

THE INTERVIEWS Think about how you will approach the story during the interview. There also needs to be conflict. Without conflict, you have no story. Could be conflict among the management ranks, or conflict with a competitor. But conflict ALWAYS exists.