Archive for the ‘Media Training Tips’ Category
I recently received this email from a communications consultant working in Brussels, Belgium. She writes:
“I bought your book a couple of months ago and found it a terrific read. I give a great many media trainings a year and found inspiration for a couple of improvements of the way I train my clients.
I do have one question / remark. You present the proof points of the key messages as messages to bridge to. But should a spokesperson not be bridging to key messages in lieu of proof points? I always tell my trainees to repeat key messages a couple of times during an interview (not word for word of course).
Scientific research shows that a minimum amount of repetition is useful for a message to sink in with an audience (print interviewer) and besides if you repeat a key message a couple of times (A/V interview) you increase the chances of it being selected by the editor for the final cut of the report. What is your take on this?”
She is referring to my advice to bridge—or transition—not only to your core messages, but also to “message supports” such as stories, statistics, and sound bites.
First, she is right—repetition increases the likelihood that a message will be used by the media and remembered by the public. Upon reading her email, I quickly concluded that the advice we’re both offering our clients is compatible, not contradictory.
The system I developed for answering questions—described in The Media Training Bible as the “message support stool”—was designed to get around a problem that tends to affect (and afflict) longer interviews.
As I assert in our training sessions, reporters and the public resent a spokesperson who simply regurgitates the same messages repeatedly. Therefore, the problem I wanted to solve was this: How can a spokesperson answer every question in a manner that conveys their main themes but without ever lapsing into the kind of obnoxious repetition that repels an audience?
The idea behind the message support stool—or “proof points,” as supporting material is sometimes called—is that you can supplement your main messages by occasionally expressing them through a story, statistic, or sound bite. Beyond simply preventing repetition, a well-curated story, statistic, or sound bite can be more memorable than the main message itself, which is often an abstraction or more conceptual idea.
But I agree with her that it’s a good idea to come back to the main messages themselves at least a couple of times throughout the interview, using different words each time, as she suggested. That’s important for the reasons she stated, but I’d add one more reason.
During longer radio interviews, for example, the audience may turn over a few times. In other words, a person listening at the beginning of an interview may not still be listening at the end, and many people may have tuned in sometime during the middle of the interview. Therefore, repeating your message a few times is the only way to ensure that each listener hears your most important points at least once.
Thank you very much for your thoughtful question!
Do you have a question about media interviews or public speaking that you’d like answered in a future blog post? Please email me at Contact@MrMediaTraining.com.
Tags: bridging, media training tips, reader e-mails
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In their wonderful book Made to Stick, Dan and Chip Heath offer two ways to describe a pomelo to a person who hasn’t heard of it.
The first way is to infuse the definition with detail:
“A pomelo is the largest citrus fruit. The rind is very thick but soft and easy to peel away. The resulting fruit has a light yellow to coral pink flesh and can vary from juicy to slightly dry and from seductively spicy-sweet to tangy and tart.”
The second way is to draw an accessible analogy instead:
“A pomelo is basically a supersized grapefruit with a very thick and soft rind.”
The second version works better, they write, because it succeeds in “tapping the existing memory terrain of your audience. You use what’s already there.” Since the audience understands what a grapefruit is, you begin with that, creating a building block that allows you to add another detail that taps into something the learner already knows, then another, then another.
Too often, I find that physicians and scientists revert to using the first type of definition. They explain whatever they’re talking about in the type of unhelpful detail that leaves an audience confused. So I was delighted when I saw a physician named Devi Nampiaparampil on CNN last week to discuss a new pathology report which found that Robin Williams had been suffering from Lewy body dementia.
Fast forward to 4:54 to see the interview below; alternatively, you can click here to see the interview without having to fast forward.
Dr. Devi did a great job of explaining the science behind Lewy body dementia by drawing upon what viewers already knew. To explain how the brain rewards certain behaviors with the chemical dopamine, she drew an analogy to potty training a child or training a pet.
Whereas many physicians would have started by describing the pomelo—or Lewy body dementia—in great detail, Dr. Devi started with the more helpful version—the “supersized grapefruit” approach. She didn’t focus on her own concerns about coming across as “smart” or “credible” (although she accomplished both), but focused squarely on helping viewers understand the disease in terms that made sense to them.
If you deliver media interviews or speeches that contain similarly complex content, remember to look for an accessible analogy that makes your material immediately understandable to your audience. Once you put that building block in place, it will be easier for you to add complexity—slowly—until you get the audience to exactly where they need to be.
Editor’s note: Due to the Thanksgiving break, this will be my only post this week. Enjoy your holiday, and see you next week!
Tags: cnn, Devi Nampiaparampil, good media interview, Made To Stick, Robin Williams
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Cognitive dissonance is the mental stress or discomfort experienced by an individual who holds two or more contradictory beliefs, ideas, or values at the same time, or is confronted by new information that conflicts with existing beliefs, ideas, or values. (source: Wikipedia)
I recently worked with a company that is frequently portrayed by the media as a “bad guy.” As a result of receiving some critical media coverage, the company’s executive team ordered a clampdown on external communications.
That means no more interviews. All interactions with the media occur solely through written statements. That way, the company figures, reporters will be unable to twist their quotes. By maintaining a paper trail, they feel safer and better protected.
There’s one problem with that approach: Their defensive posture results in media stories that contrast the company’s cold, lawyerly written statements with their opponents, who speak to the press, appear open, and look more sympathetic.
When working with the company’s representatives, I had an “A ha!” moment. I noticed that all of the spokespersons were smart, funny, and instantly likeable. Unfortunately, the public couldn’t see that for themselves, since their statements contained none of those things. But if they could—if the public could see that this company was made up of thoughtful people who were trying to serve their customers well—it could force them to change their thinking.
Think of it this way: A customer who thinks, “Oh, I hate that company. Their customer service sucks.” would believe that their beliefs were well founded when watching a news report that showed the company communicating solely through uninspired written statements.
But a customer who thinks, “Oh, I hate that company. Their customer service sucks.”— and who then sees a company vice president expressing sincere commitment to improving their service—might experience a bit of cognitive dissonance (“I thought they were jerks. I still don’t love them, but maybe they’re not as bad as I thought.”).
If your company is in a defensive crouch but has charismatic, credible, and thoughtful spokespersons, ask yourself this question: Would our interviews create cognitive dissonance for some members of the audience? And if they would, should we really depend solely on written statements to carry our message?
Tags: advanced media training tips, media relations tips, PR, PR strategy
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On October 20, 1999, Elizabeth Dole—a former Reagan and Bush cabinet secretary—ended her bid for the 2000 Republican presidential nomination.
I was working at CNN in Washington, D.C. at the time. As I was leaving work late that night and crossing through the building’s quiet front lobby, I noticed Ms. Dole entering for her appearance on Larry King Live.
As I neared Ms. Dole, I watched as she looked past me, gave a huge, broad smile, and offered an unusually enthusiastic wave.
I was confused. I didn’t remember passing anyone else in the lobby, and couldn’t imagine to whom she was waving so excitedly. I turned around to see what I was missing, and there he was: a single, solitary news photographer.
Ms. Dole clearly knew how to play to the cameras. From the perspective of the photographer’s lens, the photo would have suggested that there was a throng of supporters greeting her arrival. No one seeing that photo would have had any reason to believe that she had actually arrived without even the slightest hint of fanfare.
I knew that politicians managed their own photo ops, of course, but I didn’t realize politicians were that calculating. I found the moment deceptive (she purposely sent a false message), impressive (here’s a woman who knew what she was doing), and instructive (be skeptical of photographic “evidence”).
Tags: advanced media training tips, cnn, Elizabeth Dole, photos, political analysis
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Bill Maher, the host of HBO’s Real Time with Bill Maher, made some controversial comments about Muslims during one of his recent programs, during which he had a well-publicized debate with one of his guests, actor Ben Affleck.
A few days later, Maher was scheduled to give an interview to a reporter from Salon about a different topic—his “Flip a District” campaign—but the writer understandably wanted to ask Maher about his “spat” with Affleck. Maher made clear he didn’t want to talk about that; here are three excerpts from the interview:
“Yeah, let’s leave that for a while. I’ve said enough about that.”
“You know, I don’t want to talk about this. You just said we’re not going to talk about this and now we’re talking about it.”
“I’ll tell you something interesting — and then I am going to get off the subject because we’re here to talk about “Flip a District,” was my understanding.”
Maher’s responses made me think about a question we hear a lot during our media training sessions: What should I do if I’m asked a question about a topic I wasn’t originally booked to speak about? Do I have to answer it, or can I insist on speaking only about the topic we agreed to discuss in advance?
In that situation, you have a few options:
1. Answer The Question
This is often the best option, particularly if the question is one that the audience would expect you to be able to answer. Deflecting a straightforward question that deserves a straightforward response often plays like this infamous 2008 interview, in which Sarah Palin refused to name the newspapers she reads.
2. Give a Short Response, Then Transition Away From It
Maher used this approach, reminding the reporter that he had agreed to speak about a specific topic and insisting that they keep to the ground rules. He provided a short answer to the questions about his controversial comments, then moved away from them.
This approach can work for more experienced spokespersons—Maher used it well—but it requires a deft touch to avoid being portrayed as evasive. But there’s one problem with this approach: By giving even a short response about his controversial comments, Maher allowed Salon to run the exact headline he didn’t want: “EXCLUSIVE: Bill Maher on Islam spat with Ben Affleck: ‘We’re liberals! We’re not crazy tea-baggers.’”
3. Confront The Reporter
In a 2012 Republican primary debate, Newt Gingrich was asked about accusations that he had asked his second wife for an open marriage. He deemed the question out of bounds—we’re here to talk about serious issues, and you’re asking me about a personal relationship—and went on the offensive.
Gingrich used this approach brilliantly, but he also deployed it in front of a supportive audience that shared his dislike of the media. Generally speaking, this is a high-wire act that few people pull off well.
4. Refuse to Answer The Question
Here’s where things get really tricky: Let’s say you agreed with a reporter in advance that the interview would be limited to a specific topic. When the interview begins, the journalist breaks his or her promise. Cameras are roiling. Do you refuse to answer it, perhaps reminding the reporter of your agreement, even if doing so risks making you look evasive to the audience?
The answer is “it depends”—on the context, the topic, the format, and the spokesperson. This option is risky, and in my experience, only a small percentage of spokespersons have the media savvy and personal qualities to pull this off well. But assuming you do refuse to accept the question, keep these two things in mind:
First, make sure your tone doesn’t convey even a whiff of defensiveness.
Second, you can refuse to answer the question with a response like one of these:
“I’m not here to discuss that topic today. I want the focus to be squarely on our new product, and I’m aware that if I comment on anything but that, the headlines won’t be about the product. So let’s get back to that…”
“You know, Janet, I’m surprised you would ask me that. Before we began this interview, we agreed that you would ask me only about this project, and now you’ve broken that promise. I’m happy to do this interview with you if we focus it on this project, which is so important to so many people. But if you insist on breaking your commitment, you’ll leave me little choice but to end this interview.”
The second option is similar to “confront the reporter” approach, but with one key difference—whereas Gingrich still proceeded to answer the question, the spokesperson in this example didn’t.
This post focused on what you can do during the interview itself. But you can also help reduce the need for saying “I’m not here to talk about that topic” by negotiating the ground rules before the interview, and you can register a complaint after the interview (and disclose that breach to your audiences through your blog and social media feeds) if the reporter breaks them.
Tags: advanced media training technique, advanced media training tips, media relations tips, working with reporters
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I’ve worked with many people who don’t trust or like the media. But one recent group of trainees from a public entity was more emphatic in their hatred of the press than I’d ever encountered before.
This group constantly felt besieged by a rapacious press corps that couldn’t be satiated, and they believed that reporters were far too busy pursuing their own predetermined agendas to give them a fair shot.
Given the hostility of this group toward the press, I decided to try something different. The result was striking, if not outright shocking.
Instead of playing the role of reporter (as I usually do in media training sessions), I decided to divide the group in half.
The first group played their usual role of serving as corporate spokespersons. I gave them a scenario to work with, asked them to develop their messages and media strategy, and told them to assign a person who would deliver a press conference.
The second group was tasked with playing the role of reporters during a press conference. I told them that their job was to do everything they could to get the facts the spokesperson was reluctant to offer. I instructed them to get past the spin, challenge evasive responses, and do whatever they could to get to the truth.
The second group took their job seriously. When the press conference began, they were unforgiving of anything that remotely bordered spin. They asked tough follow-up questions, used evidence to contradict some of the spokesperson’s claims, and adopted an almost hostile tone. Frankly, they were tougher than most of the reporters I’ve ever seen at press conferences.
The “Aha!” Moment
When the press conference ended, I asked both groups what they were feeling. The group representing the company said they felt exhausted and beaten up. But the group of reporters was pissed. They felt that the company was being evasive, and they resented the company’s lack of candor.
I didn’t have to say anything. My takeaway message seemed to wash over everyone simultaneously: Reporters aren’t always being jerks just to be jerks; sometimes, they just resent that you’re not being straight with them.
That profound realization, which reminded me of the old adage about walking a mile in someone else’s shoes, changed their perspective. Suddenly, they understood how they were complicit in the media’s reaction to their attempts at media management—and they recognized the need to begin doing things differently.
Tags: media relations tips, media training, Public Relations, working with reporters
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Editor’s Note: Since August 2010, I’ve written more than 1,000 posts. Some of the most popular posts have gotten buried over time, so I occasionally unbury especially useful older posts to share with readers who missed them the first time. This article was originally published on December 27, 2010.
If you’ve been reading this blog for a while, you’ve seen my regular advice to do almost every media interview you’re offered. But there are times when turning down an interview makes the most sense, and this article will discuss the times when saying “no” is your best move.
Below, you’ll find a list of seven times to turn down an interview.
The original list comes from the IABC (The International Association of Business Communicators). Although it’s a solid list, the tips are overly-generalized, so I’ve added my own commentary to each of the seven suggestions to help make them more complete.
1. Employees Have Not Yet Been Notified About a Specific Issue
As a general piece of advice, this is fine. But if a reporter is about to run a story with or without your input – and if you lack the logistical ability to inform your employees directly before it runs – it might make sense to participate in the story to ensure you provide the necessary context. Plus, what is the “specific issue” at play here? Announcing a new product before all employees have been notified (e.g. the iPad) might be strategically sound, while announcing employee layoffs through the press would not be.
2. Employee, Client or Patient Privacy Is Never Breached For Any Reason
Client confidentiality might be waived, for example, if you’re subpoenaed to testify in a lawsuit or before Congress, especially if no confidentiality agreement was signed between the parties.
3. An Emergency Has Occurred; Next-of-Kin Have Not Been Notified
I agree you should not be the first party to announce any deaths before next-of-kin has been notified, but what happens if the media has already announced the names? Do you confirm them then, or continue to wait hours – or days – before next-of-kin has been notified? These cases aren’t always cut and dried, and sometimes confirming the names is the more humane choice.
4. Sensitive Competitive Information Would Be Divulged
In a reputational crisis, there are times you might lose more by NOT divulging a proprietary piece of information. As with any crisis, you have to analyze all possibilities, including divulging competitive information.
5. Security Legislation Would Be Breached
Whistleblowers aside, this is probably good advice. I assume this refers to laws already passed, not pending legislation.
6. Union Negotiations are Underway; An Information Blackout is in Effect
If both sides are honoring the agreement, this is good advice. But what about when one party breaks the agreement and is killing you in the press? You should talk to the media – if not to offer specifics, at least to remind the public that you’ve agreed to an information blackout, that you’re not going to talk for that reason, but that there’s more to the story than they’re hearing from the other side.
7. Legal Counsel Has Advised Against Communications
If there’s one thing on this list that makes me bristle, it’s this one. First, even if counsel has advised against “communications,” you can still communicate. You can almost always offer a generic statement such as, “We can’t offer specifics in this case since it’s in litigation, but I would like to remind everyone that there are two sides to this story, and we’re confident that our side will come out in court.”
Second, legal counsel often advises against communications as a kneejerk reaction, even when communicating makes the most sense. Executives would be wise to consult their attorneys and their communications professionals prior to making such decisions. Sometimes the reputational damage caused by your silence is greater than the financial damage of future lawsuits.
Editor’s Note: A grateful hat tip to a good marketing blog called IMC Intuition by Beth Ryan, on which I originally saw this list.
Tags: media relations tips, media training tips, PR, Public Relations, working with reporters
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Spokespersons may encounter a few additional media formats. Be sure to familiarize yourself with these five possibilities:
1. Editorial-Board Meetings
Many newspapers have editorial boards, which are composed of a small group of editors who write the editorials, or “official viewpoints,” that appear in each morning’s paper. The editors who pen them are typically not news reporters (whose reporting is supposed to avoid expressing personal viewpoints). Editorials are different than “op-eds,” which are usually written by members of the community.
Meetings with editorial boards are opportunities to influence the editors to adopt your viewpoint. Treat these meetings the same way you would a news interview: anything you say can be quoted, and some editorial board meetings may be audio- and/or videotaped. Some editors ask aggressive questions, especially of spokespersons who represent a controversial brand or idea, so prepare thoroughly for your meeting.
2. Deskside Briefings
Deskside briefings are similar to meetings with editorial boards, but are usually one-on-one exchanges with an individual journalist at his or her office (hence the name “deskside”) rather than with larger groups. The casual and often friendly nature of deskside briefings can lead spokespersons to stray off their messages, so remember to treat everything you say as a quotable comment.
3. Walk and Talks
Have you ever seen a television interviewer conduct an interview while walking down a street or hallway with the interviewee? Some reporters are fond of conducting interviews as “walk and talks,” since they tend to relax the person being interviewed and are more visually interesting than a typical in-studio interview.
This can be a difficult format, since you have to focus on where you’re walking in addition to relaying your message. Walk slowly—and if you find yourself getting distracted, stop walking for a moment and turn toward the interviewer while making a key point.
Some talk shows, including daytime chat programs, ask guests to do a demonstration, or “demo.” Chefs show viewers how to cook lasagna, home decorators demonstrate how to inexpensively design a living room, and physicians teach people how to perform a self-examination.
Delivering a demo in just a few short minutes can be a major challenge. Do several on-camera practice rounds in advance to get your timing and delivery down, and be prepared to handle any unexpected moments that occur.
5. Comedy Shows
One thing I’ve learned through the years is that almost everyone thinks they’re funny. So when they appear on a late-night talk show such as The Tonight Show or The Daily Show with Jon Stewart, their inclination is to try to crack a joke or two. It’s usually a bad idea.
Unless you’re a comedian, it’s usually best to avoid competing for punch lines. Stephen Colbert, host of Comedy Central’s The Colbert Report, even tells his guests beforehand to play it straight. Let the comedian do the jokes—comedy isn’t as easy as it looks. Just bring your good humor, a warm smile, and a willingness to go along with the joke.
Tags: media training tips, working with reporters
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