THROWING A BOTTLE INTO THE SEA OR SOWING WITH STRATEGY
Lessons from Young Sheldon for Public Relations
Do you remember the episode of Young Sheldon — the Big Bang Theory spin-off — where the precocious genius interrupts Pastor Jeff in the middle of his Sunday sermon?
The pastor, friendly and conciliatory in tone, tries to explain the existence of God with a simple equation: either God exists or not. “It’s 50/50,” he says.
But Sheldon, with his sharp logic, dismantles him in seconds:
“Pastor, you’re confusing probabilities with possibilities.”
Little Sheldon delivers a devastating example: “By that logic, there’s a 50% chance that when I get home I’ll find a million dollars under my bed. Or not. In what universe?” he asks the pastor.
Words matter. Even more important is understanding what they imply.
This seemingly innocent sitcom scene hides a brutal truth for those of us who work in communications and public relations: we often fall into the trap of infinite possibilities, forgetting the importance of strategic probabilities.
In our eagerness to “get coverage,” “position the brand,” or “connect with audiences,” we frequently operate from a naïve optimism where anything is possible. And yes, anything can happen in the realm of possibilities: a hundred journalists could turn up at your press conference, or your press release could go viral. But that doesn’t mean it’s highly likely to happen.
Leaving it to chance is not a strategy
Sending a press release to a hundred outlets without segmentation, organizing a press conference without assessing the agenda, timing, or interest, or publishing content without objectives: all of that is like casting bottles into the sea hoping someone will pick them up. It’s playing with possibilities, not probabilities.
The problem isn’t dreaming big — it’s spending valuable resources — time, money, credibility — without being clear about how likely it is that what we want will actually occur.
The difference between a brilliant campaign and an expensive disappointment often starts with a good or bad diagnosis.
Before you start communicating, answer uncomfortable (but realistic) questions:
• How well do the media know my company?
• In which outlets do I actually have a probability of being published, and why?
• How valuable is my information for a journalist to pick up and for their outlet to give prominence to?
• Who are my key audiences and what interests them today, not six months ago?
• What message do I want to position and how will it stand out from the media noise?
• Is what I want to communicate newsworthy within the public agenda?
• What results are possible and which are probable in this context, given my resources, track record, and relationships with the media that matter to me?
Learn from Sheldon: think with logic, not with wishful thinking
Some recommendations to work from real probabilities:
- Build good relationships with the media long before you have something to communicate. A solid strategy starts with knowing what journalists need and how they relate to their audiences.
- Know your key audiences thoroughly. Not all audiences have the same value or are reached the same way. Deep understanding of your stakeholders is what makes the difference between sounding and truly resonating.
- Define clear and distinctive messages. If you can’t sum up your story in a brief, compelling message, you’re not ready to communicate.
- Choose the right outlets. It’s not about quantity but quality: a great feature or interview in the right outlet can achieve more than a hundred pieces in media irrelevant to your communication objectives.
- Measure and adjust. Don’t measure likes — measure impact: conversations generated, leads, reputation, and business opportunities.
What does a good PR agency do in this context?
Like a doctor who doesn’t prescribe without diagnosing. A serious, strategic agency doesn’t improvise or operate from illusion. It asks questions. It digs deep. It analyzes. It doesn’t promise results based on possibilities; it builds them from a real strategy of probabilities.
Essential steps that must be included:
• Situation diagnosis. Where do you stand in media, social channels, and reputation?
• Competitor analysis and differential value. Why should you earn attention?
• Definition of SMART objectives. Because without a destination, there’s no direction.
• Design of a realistic strategy. With specific outlets, key messages, and precise tactics.
• Evaluation metrics. Not inflated promises, but measurable results.
A final piece of advice (that Sheldon would approve)
In strategic communications, the difference between a costly illusion and a measurable success lies in the numbers, the context, and the clarity of objectives.
Don’t be dazzled by viral promises or agencies that sell platitudes. Look for a partner who thinks like you, bases proposals on data and experience, and aligns communications with your business objectives.
At Ventura Comunicaciones we’ve spent more than 20 years helping companies in high-risk, high-demand sectors communicate with logic, strategy, and results.
Because, paraphrasing Little Sheldon: “Not everything that’s possible is probable. And not everything probable is worth attempting without a good hypothesis.”