When it comes to dealing with the media, spokespersons do handle most for larger companies and in most companies few devote time/funds for training management and leadership to handle the media.
But, in today’s information environment, where the public and stakeholders demand increased accountability, especially of those industries who ‘fly close to the wind’ (finance, petrochem, automotive, aviation, defence, utilities, pharma etc – where (a) there are utter public reliance, safety, wellbeing aspects and (b) if things go wrong they have the potential to go very wrong) – trotting out the spokesperson has its limits – as BP, Toyota, the Prudential, British Airways, most banks over the last eighteen months etc, will prove. Spokespersons are utterly invaluable in the day-to-day dealings with the media, but most know that using the ‘big guns’ or subject matter experts (SMEs) is a necessity in maintaining a fresh, credible and mature relationship with the media.
Further, media relations do not exist in a vacuum. Any successful organization integrates its communication functions – PR, advertising, marketing – and has strong buy-in from leadership who provide sound guidance and fully appreciate that communications have the ability to contribute to organizational goals way beyond the mere promotion of products or services. As such communication management, and thereby media relations, is a crucial aspect of organizational development (as the widely respected Grunig ‘Excellence’ Model of Effective Organizations attest – straight out of organizational theory (systems)), just as communications has found its way into the dominant coalition of corporate boardrooms over the last decade or so. Some have learnt that media handling is not and should not be a bolt-on.
Just as successful companies will invest huge amounts of effort in market research, R&D, branding, advertising and marketing, the lean and mean, the aggressive winners in the marketplace should not skimp on PR and media relations. And part of the latter involves having key personnel, not just the spokespersons, prepared and able to handle the media. If it comes to a battle for reputation, it will most likely be fought in the glare of the camera, and the arsenal must be ready, otherwise getting into the ring with experienced journalists will be a painful and damaging experience.
The notion that ‘the spokesperson will deal with it’ is folly as has been shown time and time again – management at the very least need to be engaged in the media process and prepared, if necessary, to engage directly with the media. Further, if in crisis, a media interview can be a brutal event, both personally and for the organization. By not preparing anyone for such, any HR department can be seen as neglecting its duty in training its staff for their duties and responsibilities.
Of course, not all organizations, will find themselves in the media spotlight (although the potential is always there) and may not consider media training a high priority – a reasonable judgement call. But, many, many companies can quickly be under the microscope and media engagement can become, rapidly, very critical to the future fortunes of a company, especially during a crisis. By this time it may be too late to consider training.
Those caught in a media storm can then reflect on the fact that hindsight is a wonderful thing.
The bottom line is that while it may take years to build a good reputation, it can be shattered in hours through the media, and relying solely on the spokesperson(s) to save the day on their lonesome or wielding unprepared and untrained senior staff and SMEs, is asking for trouble.
Exercising of media handling and management is a little discussed aspect of preparing any organisation in crisis management. From James Snyder of NATO’s Public Diplomacy Division, here is a great snapshot portraying its value, based upon NATO’s experience, in which CB3 has played a humble part:
Management of the media during a crisis is critically important — a lesson relearned from painful experience. What is less a matter of fact and practice is how to train in crisis media management, particularly in an exercise environment, for a large organization.
NATO’s Crisis Management Exercise (CMX) is a regular high-level exercise devised by member nations to test the organization’s crisis decision-making processes. It plays for a week and involves many players at NATO Headquarters, Allied Command Operations, Allied Command Transformation and national capitals. NATO has recently invited additional “partner” countries and other international organizations.
As part of the overall exercise, the planners have incorporated a vehicle to train NATO International Staff, international military staff and national personnel in crisis media management. We set up an exercise equivalent of our existing media operations center (MOC) with personnel from across headquarters and invite nations to contribute personnel to act as a press office during the exercise. Additionally, we set up a media simulation cell as a “red team” to operate against the MOC in dynamic play.
During the design phase, we developed a news media narrative that we planned to guide dynamic media content scripted by the red team, based on actions by NATO and allies and by the MOC, in both video and print form, which would also be distributed to all players.
We designed the media play to have a high degree of quality and diversity. In the most recent CMX, a traditional “road to crisis” introductory video was refashioned as a hard-hitting objective documentary such as one might see on PBS’s “Frontline” or the BBC’s “Panorama.” Immediate feedback indicated that this video was important for focusing high-level attention on the exercise and synthesizing the often complex issues faced in a made-up environment. Additionally, we found that our focus on production quality greatly enhanced the experience of the game players and the challenge facing the MOC.
This verisimilitude with a focus on media management training is not a usual focus in crisis exercises in our experience. This may be in part because it is not easy to do and in part because, by necessity, media simulation will diverge from exercise parameters. But this divergence is critical because the news media will almost always diverge from what an organization or government deems important in a political crisis, and it has proved beneficial to exercise this dilemma.
To help others develop strong media training models, I would like to outline three principles that helped guide us when creating our virtual media environment for the past two NATO Crisis Management Exercises.
The primary necessity in media simulation is reality: What players see should look much like what they watch on 24-hour satellite news broadcasts during a real crisis. Too often in crisis simulations the media format comes across as a video brief, spelling the issues out for consideration as if in a lecture. Otherwise, production values are so poor the players cannot suspend their disbelief long enough to take the scenario seriously.
In reality, the media take the situation with extreme seriousness, but with minimal exposition and with a high premium placed on narrative and imagery to illustrate — rather than tell — the story. The average news story, depending on the issue, is about 90 seconds long and is geared for a general audience, not a specialized or professional one. This general perception is what media professionals must contend with, and it is crucial for red teams to simulate such a reality.
Modern media coverage is driven by imagery. Fortunately, the Internet is awash with video and still imagery from a variety of sources, which can be used to create news media simulations. (Copyright concerns generally do not apply for a closed audience in a training environment.) Enormous creativity can come in to play when building simulated environments. Planners can develop locations and create characters and even corporate identities, such as NATO’s INN, our stand-in for CNN or the BBC.
Over the course of these exercises, we moved beyond the basic news broadcast format to involve other formats and expand a virtual media universe. We preproduced a business show that weirdly reported a surge in oil and commodity prices, which was “broadcast” just as those markets hit their peak in reality. We wrote an adversarial talk show modeled after BBC’s “HardTalk,” complete with a pugnacious diplomat.
We tried to think of the other aspects of an expanded media universe that affect our opinions. It isn’t just the news that makes impressions. Civil society gets involved, governments weigh in, and Hollywood certainly has its say. The war in Iraq has spawned more than a dozen films, including the Academy Award-winner “The Hurt Locker.” The war in Afghanistan has produced its own strange genre over the years, from the “Rambo” franchise to the recent blockbuster “Iron Man.” Even the former Yugoslavia spun off “Welcome to Sarajevo” and “Behind Enemy Lines.”
So for our most recent exercise, we edited a trailer from a Bruce Willis action film to promote a fake movie set in the exercise environment. A young British lance corporal produced an achingly effective humanitarian appeal that could easily pass for the real thing. We produced a tourism spot for one of the affected countries and an investment advertisement for another — both regular sightings for those who watch CNN International or BBC World News. Using our previous year’s material, we even made a spot promoting our fake INN network. All of this fills out a larger media environment. Together, it makes the crisis trainees aware of comprehensive forces at work and it gives the red team more to play with.
The media will generally approach a crisis and search for a story, or narrative thread: Who did what to whom and why. Whereas crisis management organizations tend to focus on the “what” part of that equation — the process — the media will find the “who” and ask the “why,” which is the narrative. Usually this question is impossible to answer for a general audience, which is what makes media management in a crisis so challenging.
It also makes it all the more incumbent on the red team to find and exploit this adversarial narrative in a crisis scenario. Properly exploited, the adversarial narrative could (and should) diverge considerably from the central exercise design narrative. In fact, our experience at NATO demonstrated that a public information examination of the exercise design forced a greater attention on what the planners really intended to get out of the exercise.
Examples of this divergence in narrative can be culled from recent experience. Organizations like NATO and the Pentagon focus on solutions; the media focus on causes and victims. The fury over the oil spill in the Gulf of Mexico drew contrasts between BP’s corporate leaders and those whose livelihoods depended on the Gulf; the necessity of capping the leak and protecting the ocean and shores from an ecological disaster fell far behind in coverage. In other words, the government’s attention was on solving the problem, while the media’s attention focused on the problem itself. Crisis media simulation must reflect this.
NATO has benefited greatly from the participation of several member states in producing media for prior exercises. This has been crucial not only for the verisimilitude of the exercise, but also for the regional divergence of views on an emerging crisis. In many cases, NATO member states decided to build national-level exercise scenarios into the NATO-level Crisis Management Exercise. This gives us the opportunity to simulate a crisis scenario in a real physical environment, which is also a challenge. It is important to make the scenario look as real as possible by grounding it in a real place in a country foreign to the majority of players but intimately familiar to many of them. Given our resources, this cannot be done without close participation by the member nations. In one case, a central European country provided fully produced news broadcasts under the mark of its national news network in the local language. Dramatically written, it put into play a unique regional perspective that demonstrated the cynicism of former communist countries of official pronouncements on safety, given experiences such as Chernobyl. The Western European reaction was quite different. For an organization like NATO, reconciling dramatic divergences in public perception is a challenge in a crisis.
The more contributions we received, the better. There is never one single narrative on any one crisis, and trainees and red teams must be aware of and represent that fact. Additionally, this spreads the burden of complex and time-consuming work of producing high-quality media simulations to others, with creative consequences.
Today, the news media and public perception are inseparable from a crisis itself, but the media picture almost never matches the experience of an organization or institution going through the crisis. Creating this mirror world in exercises or simulations is critically important for training and preparing organizations and people for modern crises.
James Snyder is a member of NATO’s International Staff and has helped to plan two NATO Crisis Management Exercises. The original article was published in the Training and Simultaion Journal and can be found here.
Heuristics – we’re all doing it every day – basing our responses to information or stimuli on experience as opposed to cold, hard logic. It’s the brain’s way of taking a short cut to save processing time. Cognitive heuristics rely on several aspects, not least, representativeness and availability, and can play a huge part in our, or an audience’s, processing of information. And that can be pretty important in a media interview.
Representativeness is the mechanism by which the brain makes inferences about the probability of statements being true based upon how it fits with the receiver’s existing data, often responsible for stereotyping. As an expert in their field, a spokesperson will have much more available data and may assume that a message or statement is rationally understandable. But the audience may not have such access. As such, in message construction it is crucial that the audience’s available data, and thereby possible opinion, be accounted for. Equally important is considering how that data is informing that opinion.
The simplest example of this is the wine test. Even the most experienced oenologists (that’s wine experts to you and me) can be fooled by transferring good, expensive wine into the bottles of cheap, average wine and vice versa (even easier over a large group, but that’s another story). That’s because the all the available data, not just the taste, is influencing the outcome.
Availability can also change rapidly. For example, after a major aircraft accident, general public perception of the safety or risks of flying changes significantly, despite cool logic and probability calculations indicating otherwise. That’s because the availability of date ‘suggesting’ heightened risk is increased and the heuristic process short cuts logic, contributing to the cerebral outcome.
So, two lessons here. One: don’t assume that just because you’ve got all the correct data, the audience has access to that data – this is one of the cardinal sins of ego-centric communication. They may have access to different, even incorrect, data. Your message has to account for that (and remember, whereas good old-fashioned facts and figures are great for print interviews, they probably won’t survive the broadcast editing process unless you can sell them as vital and interesting). Two: try to access this data, understand what data networks are operating (not just what’s in the papers or on TV – the audience is getting much more sophisticated than that), so that your message can fit, support or subtly rebut this data.
All media interview preparation must focus on the audience. But it’s not just knowing about who they are, but also how they think (i.e. heuristically*) and where they get their information from.
* But even then, segments of the audience will be more rational than others, more emotions- or morality-based than others – men from Mars, women from Venus and all that.
It’s a question that is under-used in any media campaign. People utterly involved in their work, be it selling microchips or helping others, are often pushing out press releases, statements, calling press conferences to tell the world their ‘news’, only to be often dumbfounded when the media fail to report it. That’s because they often don’t ask the “so what?” question in terms of news factors. There are factors which make news, which raise an eyebrow, which journalistic radars lock on to and which the general public wake up to. It’s pretty obvious stuff but when down in the weeds working on a product or a campaign a myopia can strike preventing people from understanding, in media terms, what will ‘fly’ and what won’t. Before sending that press release or calling that press conference, just check for news worthiness. If the story doesn’t flick any of the switches below (edited from a version at cybercollege.com), it’s failed the “so what?” test.
1. Timeliness: News is what’s new. An afternoon raid on a drugs den may warrant a live ENG report during the 6 p.m. news. However, tomorrow, unless there are major new developments, the same story will probably not be important enough to mention.
2. Proximity: If 15 people are killed in your hometown, your local TV station will undoubtedly consider it news. But if 15 people are killed in Tokyo, Tipperary, Timisoara, or some other distant place you’ve never heard of, it will probably pass without notice. But there are exceptions.
3. Exceptional quality: One exception centres on how the people died. If the people in Timisoara were killed because of a bus or car accident, this would not be nearly as newsworthy as if they died from an earthquake or stings from “killer bees,” feared insects that have now invaded France.
Exceptional quality refers to how uncommon an event is. A man getting a job as a music conductor is not news—unless that man is blind.
4. Possible future impact: The killer bee example illustrates another news element: possible future impact. The fact that the killer bees are now in France and may eventually be a threat to people watching the news makes the story much more newsworthy.
5. Prominence: The 15 deaths in Timisoara might also go by unnoticed by the local media unless someone prominent was on the bus—possibly a movie star or a well-known politician. If a soap star gets married, it’s news; if John Smith, your next-door neighbour, gets married, it probably isn’t.
6. Conflict: Conflict in its many forms has long held the interest of observers. The conflict may be physical or emotional. It can be open, overt conflict, such as a civil uprising against police authority, or it may be ideological conflict between political candidates.
The conflict could be as simple as a person standing on his principles and spending a year fighting city hall over a parking citation. In addition to “people against people” conflict, there can be conflict with wild animals, nature, the environment, or even the frontier of space.
7. Numbers: The more people involved in a news event, be it a demonstration or a tragic accident, the more newsworthy the story is. Likewise, the number of people affected by the event, whether it’s a new health threat or a new tax ruling, the more newsworthy the story is.
8. Consequence: The fact that a car hit a power pylon isn’t news, unless, as a consequence, power is lost throughout a city for several hours. The fact that a computer virus found its way into a computer system might not be news until it bankrupts a business, shuts down a telephone system, or endangers lives by destroying crucial medical data at a hospital.
9. Human interest: Human-interest stories are generally soft news. Examples would be a baby beauty contest, a person whose pet happens to be a nine-foot boa constrictor, or a man who makes a cart so that his two-legged dog can move around again.
On a slow news day even a story of fire fighters getting a cat out of a tree might make a suitable story. Human-interest angles can be found in most hard news stories. A flood will undoubtedly have many human-interest angles: a lost child reunited with its parents after two days, a boy who lost his dog, or families returning to their mud-filled homes.
10. Pathos: The fact that people like to hear about the misfortunes of others can’t be denied. Seeing or hearing about such things commonly elicits feelings of pity, sorrow, sympathy, and compassion. Some call these stories “tear jerkers.”
Examples are the child who is now all alone after his parents were killed in a car accident, the elderly woman who just lost her life savings to a con artist, or the blind man whose seeing-eye dog was poisoned.
This category isn’t just limited to people. How about horses that were found neglected and starving, or the dog that sits at the curb expectantly waiting for its master to return from work each day, even though the man was killed in an accident weeks ago.
11. Shock Value: An explosion in a factory has less shock value if it was caused by gas leak than if it was caused by a terrorist. The story of a six year-old boy who shot his mother with a revolver found in a bedside drawer has more shock (and therefore news) value than if same woman died of a heart attack.
Both shock value and the titillation factor (below) are well known to the tabloid press. The lure of these two factors is also related to some stories getting inordinate attention, such as the sordid details of a politician’s or evangelist’s affair—which brings us to the final point.
12. Titillation: This factor primarily involves sex and is commonly featured—some would say exploited—during rating periods.
It’s a simple question – “so what?”
Over the last 18 months, events affecting Toyota and BP have dealt catastrophic blows to the reputations of these two mighty companies. Poor PR efforts and, more noticeably, disastrous media handling contributed significantly the severity of their respective crises.
But the trials and tribulations of these global conglomerates seem far away from the dreamy spires of Cambridge, the tranquil Fens or the placid waters of the Cam.
Yet, as the successful companies of this region ever expand their markets, providing vital products and services increasingly impinging on the lives of millions, be they pharmaceuticals through to computer chips, the likelihood and impact of intense media storms in similar circumstances increases.
Of course, not on the same scale – there are few Deepwater Horizons across the Fens – but potentially devastating nonetheless. The poor media handling of a recall of vital computer components embedded in a critical system or medicines due questionable research can sink a small business providing these products. This is the volatile and dangerous nature of the information environment in the 21st century. Referring the media to the marketing department just won’t cut it. Unfortunately, anecdotal research of Cambridgeshire-based companies has revealed that predominantly communication issues are referred to … the marketing department.
The demands of such crises require people – real people not just twitter handles or blog aliases – to stand up and explain, inform, justify, defend and educate, and to do it quickly. Not doing so merely adds fuel to the fire and doing it badly lobs a grenade in after that fuel.
The notion that ‘the spokesperson will deal with it’ or ‘that’s something for marketing’ is sheer folly, as has been shown time and time again. Management, at the very least, need to be fully engaged in the media process and prepared, if necessary, to engage directly with the media. Further, if in crisis, a media interview can be a brutal event, both personally and for the organization. By not preparing anyone for such, any HR department can be seen as neglecting its duty in training its staff for their duties and responsibilities.
But why bother? Is it really worthwhile getting worked up about this? Two counter arguments are often expressed by small and medium enterprises. One: surely it’s all about social, new, digital media nowadays, not the good old-fashioned spokesperson in front of a camera. Two: we’re not BP. The national and international media will never focus on us; we’re just too small and therefore off their radar.
This is flawed logic. Regarding social media – all that tweeting, blogging, websites and the like – the marketing departments are increasingly getting involved in that, and rightly so. But in crisis, it is about people, not so much technology. People want someone, not something, to reassure them. Besides, it is that very technology which is paradoxically enabling the personal interface. The traditional media interview, once destined for the six o’clock news and maybe the ten o’clock slot but then forgotten about, now readily enters the internet echo-chamber, to be viewed and, more importantly, critiqued and commented upon, over and over again online on YouTube or BBC iPlayer, across the world, with interest fuelled by a torrent of Tweets and blogposts. New social media has made the skills of the traditional spokesperson even more important.
On the second point, technology now allows the ‘harvesting’ of ever more low level news by the larger media outlets, making the tactical issue a strategic problem very quickly. That technology has also enabled the citizen journalist. Further, the coalition government is rightly forging ahead with ideas for digital Britain, including major policies in opening up local media and, not least, local television. Technology is ensuring that, when it comes to even a minor crisis, there will be no way of hiding it, the potential of exacerbating it and the possibility of rapidly widening coverage of it.
Just as successful companies will invest huge amounts of effort in market research, R&D, branding, advertising and marketing, the lean and mean, the aggressive winners in the marketplace do not skimp on crisis communications and media relations. This involves having key personnel, not just the spokespersons, prepared and able to handle the media. If it comes to a battle for reputation, it will most likely be fought in the glare of the camera, and the arsenal must be ready, otherwise getting into the ring with experienced journalists will be a painful and damaging experience. It also necessitates comprehensive crisis communications planning beforehand.
Of course, not all organizations will find themselves in the media spotlight (although the potential is always there) and may not consider media training a high priority – a reasonable judgement call. But many, many companies can quickly be under the microscope and media engagement can rapidly become very critical to the future fortunes of a company, especially during a crisis. The speed at which this can happen can be breathtaking and by this time it may be too late to consider training. Those caught in such a media storm can then reflect on the fact that hindsight is a wonderful thing.
So, the bottom line? While it may take years to build a good reputation, it can be shattered in hours through the media, and relying solely on the marketing department or, if you’re lucky, a spokesperson to save the day on their lonesome or wielding unprepared and untrained senior staff and subject matter experts in front of the camera, is plain asking for trouble. Just ask Tony Hayward.
A few weeks ago Jeremy Hunt, the UK coalition government’s Culture Secretary, unveiled new plans for media provision in the UK. “We need to do something to stimulate investment in new media services that give a proper voice to local people,” he told BBC Radio 4’s Today Programme. He is seeking to encourage commercial public service broadcasters (PSBs) including BBC, ITV and Channel 4 to back a new generation of local TV and online services by making the provision of local sevices a condition of their licences.
There have been many moans and groans from several quarters, not least the PSBs themselves over the viability of these grand plans. Indeed it is proably internet TV, not digital terrestrial television, that is most promising in the local TV revolution. Internet TV also presents an opportunity for other organisations such as local newspapers and smaller niche outfits to get into the game. In a major sense this is already happing through digital convergence, as video becomes a major factor in online publication. There are already many local internet based news outlets using existing broadband technology. There has been an interesting comparison between two cities, one here and one in the US:
xxxxxxxxxxxxxxxx xxxxxxxx Birmingham, UK Birmingham, Alabama
This may be the trajectory we’re already on.
So the notion of Digital Britain charges on. But what does it mean for businesses and their handling of this media in the UK?
Let’s recap. Over the last 18 months, events affecting Toyota and BP have dealt catastrophic blows to the reputations of these two mighty companies. Poor PR efforts and, more noticeably, disastrous media handling contributed significantly the severity of their respective crises.
As successful UK companies ever expand their markets, providing vital products and services increasingly impinging on the lives of millions, be they pharmaceuticals through to computer chips, the likelihood and impact of intense media storms in similar circumstances increases. And with the approach of more localised digital media capability, that impact and likelihood increases even more. Well, that’s our contention anyway.
Two counter arguments are often expressed by small and medium enterprises. One: surely it’s all about social, new, digital media nowadays, not the good old-fashioned spokesperson in front of a camera. Two: we’re not BP. The national and international media will never focus on us; we’re just too small and therefore off their radar.
This is flawed logic. Regarding social media – all that tweeting, blogging, websites and the like – the marketing departments are increasingly getting involved in that, and rightly so. But in crisis, it is about people, not so much technology. People want someone, not something, to reassure them. Besides, it is that very technology which is paradoxically enabling the personal interface. The traditional media interview, once destined for the six o’clock news and maybe the ten o’clock slot but then forgotten about, now readily enters the internet echo-chamber, to be viewed and, more importantly, critiqued and commented upon, over and over again online on YouTube or BBC iPlayer, across the world, with interest fuelled by a tidal wave of Tweets and blogposts. New social media has made the skills of the traditional spokesperson even more important.
On the second point, technology now allows the ‘harvesting’ of ever more low level news by the larger media outlets, making the tactical issue a strategic problem very quickly. That technology has also enabled the citizen journalist. And with increasing decentralisation and access to media bandwidth for local PSBs, the camera will be ever closer to one’s business. The chances of that interview being required, especially during a crisis, are increased. Technology is ensuring that, when it comes to even a minor crisis, there will be no way of hiding it, the potential of exacerbating it and the possibility of rapidly widening coverage of it.
Counter-intuitively, digital Britain and the local TV revolution merely increase the need for good old-fashioned media skills.
You have been warned.
You can be articulate, gregarious, the finest after dinner speaker, suave and sophisticated, witty and always with a quick turn of phrase but amid the heady and complex environment of a media interview, a real cerebral battleground, even the best can slip up and produce that damaging but newsworthy soundbite. Then, all your fine words and sound arguments are wasted. It’s so easily done but can be also easily mitigated against. Here, several tips to avoid those “I want my life back” moments:
1. You or your PR/Press office get that phone call requesting an inteview. Seriously analyse the offer and the interviewer. Interviews are a good thing, don’t go away thinking anything else, but closely examine each interview request and do some research on the journalist – what’s their objective, do they have an agenda, what have they reported before?
2. Consider the “what’s in it for me” question. You need to know your own objectives. Without knowing that, how can you measure your success or ROI after a media engagement? If doing the interview doesn’t service your objectives, then consider why you’re doing it at all. As we said, generally interviews are a good thing, especially when they serve the interests of all parties – you, your organisation, the journalist and the public. If not, alarm bells should be ringing.
3. Contextualize. You are unlikely to be giving an interview in isolation, others will be talking – in the media, on the internet, in pubs and cafes. Be aware of the situational context you are entering, including who your audience is and how they see the world. Claiming one thing but being unaware that others are seeing it very differently will place you in a far from influential position – even if you are speaking fact. It’s the ‘nothing to see here’ factor when it’s obvious there is quite a bit to see.
4. Plan it. Based on your objectives, develop messages to service them (not just say the right thing). Identify supporting ideas, get hold of supporting information, identify your ‘red lines’, seek out newsworthy soundbites, garner and be utterly sure of critical facts. Prepare for obvious and tangential questions. This is where a bloody great big whiteboard comes into its own and writing down your thoughts and ideas wil help mentally anchor your plan in your head.
5. Practice, practice, practice. It’s an old cliche but if you fail to prepare, you are prepared to fail. Do serious Q&A and make sure that whoever is helping you gives you a hard time – if you are senior in your organisation, they have to be confident enough to deliver a little truth to power. Further, that Q&A (as well as your planning) must not be ego-centric, it must be coming from a perspective outside the organisation. What is obvious to you may not be obvious to others and vice versa. To this end, an external mentor or media trainer may be worthwhile investing in. And it’s not just about your words – visuals, or non-verbal communication, have to be practiced.
Investing time (if you’ve the luxury) in all of the above is vital. A good PR/press office will have a lot of this already done beforehand, although obviously not all. Take the time and the interview will go smoothly, as long as you use the usual tips and tricks of media interview conduct (bridging, rhetoric, using figures, soundbiting etc). But just two other things to do during the inteview:
6. Listen. Journalists and the public can easily recognise when you’re in transmission mode and it will annoy them. They both want a flowing dialogue, with reasonable responses to reasonable questions. If it’s apparent you’re not listening, you’re on the way to alienating them, regardless of what you say.
7. Think before you speak. Your first answer may not always be the best. If you’ve planned and practised, it probably will be but just pause to check. If the interview is a pre-record, then time is on your side – even ask for a break before you answer, if need be.
The research, preparation and planning can pay huge dividends in interviews but unfortunately too few invest in it. Those minutes in front of a camera or microphone can only be quality and service your needs if hours have been spent beforehand preparing. And remember that if you’re fortunate enough to have a team to help you, use them, or call in others who can. There’s no need to deal with this alone, after all, millions may be involved on the other side of the process.